LSC LEADERSHIP WORKSHOP
USAS CONVENTION, 2012
Greensboro
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Nonprofit Governance Materials
Used with Permission of
BoardSource
www.boardsource.org
Why is it always me?
2% “Leaders”
5-10% “Doers”
15-20% “Do
Somethingers”
68-88% “Belongers”
Getting them “on board”?
The Key Questions
• Ask yourself:
– Do we have a clear mission?
– How does our board spend its time?
– What is my motive for being involved at the board
level?
– What is our vision for the future?
– Are we prepared for our future challenges?
– Is our board fulfilling its responsibilities?
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“Where do I find stuff for LSC’s?”
“Measuring
Effectiveness”
Developed and
Administered by the LSC
Development Committee
LEAP: The Carrot
• Level 2 (7 LSCs)
– 0.50 per registered year-round athlete
– Minimum $1,000
– Maximum $2,500
• Level 3 (1 LSC)
– 1.00 per registered athlete
– Minimum $2,000
– Maximum $5,000
LEAP: The Stick
• Level 1 is required once per quad****
• Non compliant LSCs:
– Multiple opportunities for help
– Eventually, reported to the Board of Directors
for appropriate action
****Currently reviewing results
The Goal = More
Effective Boards and
LSC’s…..
Dysfunctional:
not even doing
what’s required
Functional:
in compliance
LEVEL 1
Responsible:
More than
required;
planning for the
future
LEVEL 2
Exceptional:
Innovative,
creative, leading
the pack in service
to members
LEVEL 3
More swimmers…..
Faster swimmers…..
The Frank Sinatra
Model
“I did it my way”
The Otis Redding
Model
“Sittin’ on the
Dock of the
Bay…watching
the tide roll
away…”
The Katy Perry
Model
“You're hot then
you're
cold…You're yes
then you're no”
The Bette Midler
Model
“Did you ever
know that you're
my hero?
You're everything
I wish I could be.”
Nonprofit Board Responsibilities
Four Major Categories
I. Trusteeship
II. Planning for the Future
III. Policy-Setting
IV. Financial
I. Trusteeship
Includes
A.Vision and Mission
B.Legal and Ethical Integrity
C.Enhancing Public Standing
D.Governance of the Board
A. What is a Vision Statement?
10 years from now, we will ………………..
A. Mission Statement
• Why do we exist?
• What is our business?
• What do we do?
Mission Statement:
(“all rise”)
• You have a basic idea what your LSC
mission statement says
• Your mission statement is publically
posted Your mission statement has been
reviewed since it was written
• You can recite some of your mission
statement
• You can state your mission statement
word for word
If you don’t know where you’re going,
it doesn’t matter how you get there!
• Doesn’t USA
Swimming already
have one?
• Make it YOURS
21
The Mission Statement
• Indicates focus and purpose
• Reference point for:
– Planning
– Board and staff decision-making
– Allocating resources
– LSC assessment
• Suggested is 17 words or less
22
Creating a Mission Statement
• A retreat of interested people
• Time to reflect: SWOT
• Not in conflict with USA-S
handout
23
B. Ensure Legal and Ethical Integrity
• Governance means………….
• Board is authorized to act and govern
• Board is accountable to the members
– Accountable to USAS under 501c3 umbrella
• Protect and pass on the assets
• Expectation of accountability and openness
24
Legal Duties
• Duty of Care
• Duty of Loyalty
• Duty of Obedience
• Duty of Transparency
handout
25
Board Structures-Bylaws
Bylaws determine:
• the organization structure
• the rights of the membership
• procedures
26
Your LSC Bylaws
• Template
• Update ANNUALLY following changes
made at USAS
27
C. Enhance Public Standing
• Articulate the mission and
goals
• Communicate your
accomplishments
• Garner public support
Do you articulate your mission and
goals?
Do you communicate your
accomplishments?
Do you Garner Public Support?
Communication with our
Membership:
(“all rise”)
• Our website is updated frequently
• We send blast emails
• Someone answers the phone during
business hours
• At least 75% of teams attend HOD
meetings
• We use social networking
Communication Effectiveness
Most Effective
Two Way
One on One
Small Group
One Way
Speech
Handwritten note
Letter Personal/Business
Large Group
Newsletter
Telephone
Blast e-mail
Website
E-Mail
Least Effective
Source: BoardSource, Sandy Hughes
Your Website
• Who you are and what you do?
• Only well-informed “swimming people”?
• Professional, clear and accurate
– Promotes transparency
– Central library for information
Can a novice parent find the information she needs?
D. Governance of the Board
•
•
•
•
•
Build a Competent Board
Engage volunteers
Run engaging meetings
Operate legally and ethically
Evaluate board and LSC performance
Do you have?
(“all rise”)
• Clear roles and responsibilities
• Up to date Policies and Procedures
Manual
• Written job descriptions
• Functioning committees
• A written crisis management plan
• A written strategic plan
Board Building
• 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!
41
Your Current Board
• How old is your board?
– Average age
– Term limits not enforced
– Playing musical chairs
• How diverse is your board?
–
–
–
–
–
Age
gender
ethnicity
interest
occupation
Board Recruitment
• Two skills on every board
– Attorney
– CPA
• Also consider
– PR and Marketing
– Technology
– Entrepreneur
Who do we have? Who do we need?
43
Board Recruitment
• Job descriptions and manuals
– Written
– BOD member manual
– BOD policy manual
• Honesty in recruitment
Oh, it won’t take much of your time………..
44
The Role of the General Chair
•
•
•
•
•
Build participation
Communicate
Delegate
Be visible
Develop future leaders
General
Chair
46
The Chair at Board Meetings
• Focus the Board on important issues
– Set the tone
– Design the agenda
Individual Board Members
• The 4 Duties
• Relationship with the Staff
• Conflict of Interest
48
Board Members at Meetings
•
•
•
•
•
•
Be present
Board
Member
Do homework
Wear your Board Hat
Sit at the table
Stay on the subject
Act on your responsibilities after the meeting
Committees
• Permanent
–
–
–
–
–
–
–
Executive
Finance
Nominating
Age Group
Senior
Officials
Diversity and Inclusion
• Task Force
– Specific Assignment
– Short Term
Bring in “new blood”
50
Board Dynamics
• Meeting Preparation
• Read the Mission Statement
• The Agenda
– Prepare and send in advance
– Prioritize
– Relate to goals of the LSC
– Use consent agenda for
package approval
Allow sufficient time for thinking and debate (prioritized consent agenda)
handout
51
Stimulate thinking and debate….
get the party started!
•
•
•
•
•
•
•
Silent Starts
One Minute Memos
Counterpoints
5 Finger Consensus
Surveys
Index cards
Around the table-what do you think?
handout
52
Conflicts
• Wearing the “Board Hat”
– Duality of Interest
– Recuse self as necessary
53
Removal from the Board
•
•
•
•
In by-laws
Non attendance
conflict of interest
Process
• Term limits
• Intervention
• Vote
Strongly Recommended Board
Policies
• Conflict of Interest Policy
– Not always illegal and may be unavoidable
– Recuse self from discussion and voting
– Written policy signed annually
• Whistleblower Policy
• Document Destruction Policy
Handout
(3)
55
Crisis Management
• Before the crisis:
–A written plan
–Who speaks for your
board?
–Prepare for worst case
scenario
handout
II. Planning for the Future
A. Evaluate
B. Participate in overall planning
process
A. Evaluate
• The standards are:
– the mission statement
– the strategic plan
– stated goals
58
Board Self-Evaluation
A. Does
Well
LSC’s Mission
Relationship with Permanent Office Staff
Program Evaluation
Fund Raising
Financial Oversight
Strategic Thinking & Planning
Selection & Orientation of BOD
Public Relations & Advocacy
Board Operations
Board Liability & Risk Management
handout
B. Needs
Work
C. Not
Applicable
Key questions for LSC Assessment
• If we were starting over, what would we change?
• Are our program priorities consistent with our mission
statement?
• Of the various LSCs like ours, which are the best?
• What is likely to change over the next 3-5 years?
60
B. Planning
• Strategic Planning Sessions
– Set aside a weekend
– Bring in a facilitator
• Arlene McDonald!
– Evaluate, plan
– Action Steps
handout
Managing Change
• Tips
– Shared vision
– Baby steps
– Take your time!!
– DO SOMETHING
III. Policy Setting
A. Determine, monitor and strengthen
programs
B. Create, enforce, evaluate policies
C. Hire and mentor CEO
Clear policies guide and protect the organization
•Fiscal
•Compensation
•Governance
A. Monitor and Strengthen
Programs and Services
•
•
•
•
Determine which programs are consistent
with mission and strategic plan
Monitor effectiveness
Eliminate when necessary
Fund appropriately
Program Evaluation
•
•
•
•
•
•
Meet schedule and policies
Athlete performance nationally
Education (Camps, Swimposiums)
# of Officials
Membership Growth and Retention
Communication Tools
B. Board Policies
•
•
•
•
•
Policies Support Programs
Establish Objectives
Formulate Statements
Implement
Evaluate
Written policies in an up to date policy manual!!
68
What Goes in a Policy Manual
• No conflict with by-laws, USAS rules
• In detail:
– Registration information: transfers, Outreach
– Financial procedures
– Travel reimbursement
– Meet scheduling, hosting and administration
– Zone Team
handout
Rules and Regs vs Policy Manual
Rules and Regulations
• Admin of Competitive
Program
• Swim Meets
• Age Group Competition
• Senior Competition
• Championships
• Special Teams and
Events
Policies and Procedures
• Financial and Fiduciary
• Membership
• Office and Staff
• Functioning of the Board
• Volunteer and coach
• Safe Sport
• Wet Side Policies
• Dry Side Policies
C. Hire and Mentor the CEO
• To carry out policy
• To oversee programming
LSC Models
• LSC Models
– All volunteers
– Permanent office (paid) staff + volunteers
– Paid Executive Director+ staff + volunteers
Common Issues
•
•
•
•
•
•
High stress and frustration of Board Members
Can’t satisfy day-to-day demands and implement
strategic plans
Implementation of new initiatives is difficult.
Work is informal and spotty.
Management worsens with growth
Difficult to find talented “new blood”
In the absence of a Chief
Executive………
•
•
•
•
Who is delegating?
Who is keeping track?
What is the chain of command?
Ultimate responsibility?
General Chair Job Description
• The General Chair shall:
– oversee and have general charge of the
management, business, operations, affairs and
property of the LSC, and general supervision over its
officers and agents;
– shall call meetings when and where deemed
necessary;
– shall preside at all meetings;
– shall appoint committee chairmen and members for
standing and special committees or coordinators as
may be necessary to permit the LSC to effectively,
efficiently and economically conduct its affairs.
Handout
(2)
The “Permanent Office” Staff
•
•
•
•
Leads and manages
Communicates
Educates
The “face” of the LSC
– The person who deals
with the public
76
Questions for the Future
1.
2.
3.
4.
5.
Can volunteers do it all?
How big is too big?
How small is too small?
Can we bundle services?
Are new volunteers “stepping up?” Why
or why not?
IV. Finances
A. Ensure adequate resources
B. Budget
C. Manage assets effectively
A. Ensure Adequate Resources
• Where does your $$$$ come from?
– Registrations
– Surcharges
– Splash fees
– Donations
– Sponsorships
To increase income we ______________
B. Budget
• How much do we need to
reach our goals?
• Are we budgeting to achieve
our mission?
80
Budgeting According to Mission:
Examples
• Mission says “education”…….
– Does budget reflect education?
• Mission says “excellence”……..
– Does budget reflect a commitment to excellence?
• Mission says “support to highest levels”…….
– Does a 10 year old going to Zones get more $$
than a swimmer going to Olympic Trials?
Hard Money Budget
• Items you can’t afford to be
without
• Covered by basic fees and
guaranteed income
• Examples:
• Basic Administrative/staff costs
• Registration
• Basic Zone expenses
82
Program Enrichment Budget
• Plan and dream
• Immediate & long term needs
• Sources
• Surcharges
• Sponsorships
• Surplus
83
Examples of Program Enrichment
•LSC Training Camp
•Travel to Dual Meet with another LSC
•Coach education and clinics
•Scholarships for disadvantaged swimmers
C. Manage Assets Effectively
Fiduciary Responsibility
Includes:
•
•
•
•
Financial Basics
Monitoring
Adequate Controls
Overseeing Legal Obligations
Nonprofit is a tax status, not a business plan.
85
Financial Oversight
• Reporting
• Financial Policies
• USA Swimming sample documents
Handout (2)
86
Financial Policies
Reserves
• Used to:
– Manage cash flow interruptions
– Meet commitments and obligations
– Generate investment income
• Liquid assets: quickly converted to cash
• Written policy for use
• USAS Board Policy: 6 months of program
funding and operating costs
Audits
Internal Audit
• Done by individuals
associated with
organization
• Studies internal controls
and procedures
• Issues report
External Audit
• Done by independent
CPA
• Tests controls and risk
factors
• Attests to whether
financial statements are
GAAP* compliant
*Generally Accepted
Accounting Principles
Conclusions:
Hallmarks of an Effective Board
1. Clear roles & responsibilities
2. Focus time & attention on important
things
3. Engages in evaluation & planning
4. Has confidence to take risks
5. Open, honest communication
6. Works together as a unit
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Going Forward:
A. To provide a challenging, competent
environment for our swimmers we will:
________________________________
B. One thing we do really well is:
________________________________
C. Our biggest issue or challenge is:
_________________________________
Need Help?
Arlene McDonald:
LSC Governance Consultant
arlenemcd@aol.com
Sue Anderson:
Programs and Services Director
sanderson@usaswimming.org
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