SUNA’s
Orientation for
Leadership
A guide for Professional Development
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)
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)
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
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
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
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!
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
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)
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
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
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
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.
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.
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
2012 and are listed on the SUNA Home Page
under the “Who We Are” tab.
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
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
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
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!
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
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
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
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
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!
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
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
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
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!
Approve Annual Budget

SUNA’s budget year runs from April 1st to March
31st of each fiscal year

The annual budget is approved during the 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
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
IRS FORMS
Form 990
Form 990-EZ
Form 990-N
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
IRS Form 990

Gross receipts of $200,000 +

Revenues/Expenses

Assets/Liabilities

Mission

Governance polices

Program areas
2012 NALA
IRS 990-EZ Form

Used for gross receipts between $50,001 to
$200,000
2012 NALA
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
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
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
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
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
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
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
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
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)
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
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
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
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
Communication with ED








ED has a working relationship with Board President
Establish best method of communication, i.e. email,
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
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
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.
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
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)
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
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
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
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
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
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
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
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
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!
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
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
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
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)
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
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:
i.
Click on “Resources” tab on Home Page
ii.
Click on “For Members” (members only
resources)
iii.
Click on Policy and Procedures Manual
iv.
Jump to Board/Regional Directors Policies
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
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
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
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 8:00 EST
(except months of face to face meetings held at AC)

Agenda is sent out prior to call for topics and how to
join

https://join.me/SUNA_Board

Phone: Dial 1+408-418-5040, Enter conference ID #

Attendance is mandatory (unless excused by President)
Bi-monthly Conference Calls

Directors-at-Large attend bi-monthly conference calls
on the 2nd Wednesday of the designated month at 8:00
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
1-408-418-5040 and enter conference ID

Attendance is mandatory (unless excused by President)
Conferences
National conference is held each year
Attendance is mandatory for all board members
Fall – Annual Conference – variety of urologic topics
Board meetings

Face to face board meetings are held in
conjunction with the 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
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)
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
Sample Agenda
I.
Call to Order (8 AM) and Assign a Timekeeper
II.
Roll Call
III.
Ground Rules
IV.
Approval of Agenda
V.
Approval of Consent Agenda (Reports)
VI.
Action Items
VII.
Board Development
VIII.
Review Strategic Plan
IX.
Miscellaneous Items/Updates
X.
Adjournment (5 PM)
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 neededprioritize goals

Monitor and evaluate progress
Navigate the SUNA Website
Drop Down Menu’s
Member only area
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
Use the SEARCH box to find areas of the web
SUNA is just a
click away!
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
www.suna.org
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 Email correspondence

Support all decisions made by the board
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
Email correspondence

Board members are added to a SUNA Board ListServe 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
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!
References

American Nurses Association Nursing World (2011),
Diversity Awareness, www.nursingworld.org

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.
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.
References

Nursing Alliance Leadership Academy (NALA)
Conference, (2012) August 18 -19: Louisville, Kentucky.

Schiller, Sherry, PhD. www.schiller.org