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LSC Leadership Workshop

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Risk is trying to do/be 'everything for everyone' ... If operating a truly effective LSC would be a crime, would we be indicted? 37 ... – PowerPoint PPT presentation

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Title: LSC Leadership Workshop


1
LSC Leadership Workshop
  • USAS Convention
  • September 13, 2005

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

3
Your LSC Board Wheel of Success
4
Organization Life Cycle
Conception
Revitalization
Organization is mastering its environment
serving the needs of its members. Management is
firmly established. Risk is trying to do/be
everything for everyone.
Accepted management practices are implemented,
including formalized operational personnel
policies. Bureaucracy is born, with it,
internal politics.
Infancy
Organization grows steadily, but is awkward in
dealings with internal coordination and outside
world. Organization moves to a more professional
managerial approach.
Abilities to cope with environment serve the
real needs of the members are vulnerable.
Bickering among the leadership, internal control
suffers, things seem to come apart.
Recognized for voluntarily coming together as an
organization to solve mutual problems…high
energy enthusiasm
Founder-entrepreneurs are in charge
organization struggles, however, as every job
requires more work than founders can accomplish
Excitement has begun to wane the past seems to
rule and innovation is not highly valued
complacency prevails and there is no real sense
of urgency or zeal.
Revitalization of mission philosophy. Defining
or redefining service niche …the essential
needs of members that must be met
Old Age
Puberty
Late Adulthood
Young Adulthood
Adulthood
Source American Society of Association Executives
5
The Working of the LSC Board
  • Board Basics
  • Governing principles
  • Legal Duties
  • Basic Responsibilities
  • The Functioning Board
  • Board Meetings
  • Board Member Responsibilities
  • Board Building

6
Describe your board as if it is a vehicle and why?
What do you consider to be the three top
responsibilities of the board?
7
Contexts for the Boards Work
  • Society
  • The Nonprofit Sector
  • The Community
  • The Organization

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

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

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

11
If you dont know where youre going, it doesnt
matter how you get there!
  • Is a mission statement necessary?
  • Can it be generic?
  • Does it reflect your theme?

12
  • Equal competitive opportunities for all swimmers
  • A high caliber competitive experience for
    nationally
  • ranked swimmers
  • We have a lot of fun
  • Number 1 at Zones
  • We service a very large number of athletes
  • Mediocrity at its finest
  • Our clubs make lots of money running meets
  • Were run by the LSC Mafia
  • Lots of athletes, nobody at Nationals
  • Zones, Zones, Zones…its all about Zones
  • Doing what weve always done because it works.
  • Age Group Swimming is where its at.

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

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

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

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

17
Legal Accountability
  • What is governance?
  • What, if any, are the legal requirements of board
    and board members?
  • Why are boards considered a critical part of
    nonprofit organizations?
  • In what ways do boards meet public expectations
    for accountability and openness?

18
Board Structures-Bylaws
  • By-laws determine
  • the organization structure
  • the rights of the people involved in the
    structure
  • procedures by which rights may be exercised

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

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

21
C. Board Responsibilities
  • Determine LSCs mission and purpose
  • Select permanent office person
  • Support and evaluate office person
  • Ensure effective LSC planning
  • Ensure adequate resources
  • Manage resources effectively
  • Determine, monitor, and strengthen the LSCs
    programs and services
  • Enhance the LSCs public standing
  • Ensure legal and ethical integrity and maintain
    accountability
  • Recruit orient new board members and assess
    board performance.

Adapted from Ingram, Richard, Ten Basic
Responsibilities of Nonprofit Boards
(BoardSource, Revised 1996)
22
Fulfilling the Responsibilities Policy Setting
  • Establish Policy Objectives
  • Formulate Policy Statements
  • Implement the Policy
  • Evaluate the Policy

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

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

25
Budgeting and Finance
  • Basic Understanding cash management and
    bookkeeping
  • An accountant
  • A bank
  • Dont keep it in a
  • Shoe Box!!

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

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

28
Hard Money Budget
  • Items you cant afford to be without
  • Covered by basic fees
  • Examples
  • Basic Administrative/staff costs
  • Registration
  • Basic Zone expenses
  • Other?

29
Program Enrichment Budget
  • Plan and dream
  • Immediate long term needs
  • Immediate Necessary to make progress this year
    towards your vision
  • Long term what do we need in future to meet
    strategic plan?

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

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

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

33
Evaluation of the Board
  • Should be done regularly and constructively
  • Time for introspection…individually and as a
    group
  • Times when evaluation is beneficial
  • LSC in transition
  • LSC examining their roles and responsibilities
  • LSC undergoing strategic planning

34
Evaluation of the Office/Staff
  • Who evaluates?
  • Should be done regularly and constructively
  • Examine LSC goals and how the staff performance
    supports and ensures their implementation
  • Establish measurable objectives related to LSC
    goals and to leadership and management qualities.
  • Determine the staff relationship with the board
    and the members
  • Should be based on job description and written
    contract

35
Evaluations
  • Write CURRENT job description
  • Objectives for current year progress
  • Objectives for next year time frames
  • Extraordinary things
  • Areas for improvement
  • Where do you see yourself in 5 years?
  • What can employer do to help?

36
Key questions for LSC Assessment
  • If we were to establish the LSC today, would we
    choose to do exactly what we are doing now?
  • Are the priorities explicit in our programs
    consistent with those expressed in the mission
    statement?
  • Of the various LSCs like ours, which are the
    best?
  • Who are the persons we most want to serve?
  • What are the circumstances that most affect our
    work (needs, funding, technology, competition),
    and how are they likely to change over the next
    3-5 years?
  • If operating a truly effective LSC would be a
    crime, would we be indicted?

37
Communication Effectiveness
One Way
Two Way
Source NCNB, Sandy Hughes
38
II. The Functioning Board A. Board Dynamics
  • Meeting Preparation
  • Building the Board Meeting Agenda
  • Prepare and send in advance
  • Prioritize agenda items
  • Relate agenda items to goals of the LSC
  • Consent agenda for package approval
  • Meeting Roles
  • Do homework, be open to ideas, speak up, stay on
    the subject, act on your responsibilities after
    the meeting
  • Executive Sessions
  • Minutes

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

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

41
The Role of the Chair
  • Build Participation
  • Acquire and Communicate Information
  • Evaluate Performance
  • Delegate
  • Raise Funds
  • Be Visible in the Community
  • Develop Board Leaders
  • Other Officers

Developed by M.M.P. Associates.
42
Other Officers
  • Vice President
  • Secretary
  • Treasurer

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

44
10 Things Leaders Do
  • Personal responsibility
  • Simplify constantly
  • Understand breadth, depth and context
  • The importance of alignment and time management
  • Learn constantly and learn how to teach
  • Stay true to your own style
  • Manage by setting boundaries with freedom in the
    middle
  • Stay disciplined and detailed
  • Leave a few things unsaid
  • Like people

Source GE's CEO Jeff Immelt Fastcompany.com
45
Characteristics of an Effective Board-Staff-Commit
tee Partnership
  • Where we are going
  • Why we are going
  • How we will get there
  • How we will know we have arrived
  • Common Expectations
  • Cooperative Planning
  • Open and Honest Communication
  • Respect
  • Mutual Evaluation

…results in a clear and common understanding of…
46
C. 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!

47
Orientation About the LSC
  • Program

48
Orientation About the LSC
  • Finance

49
Orientation About the LSC
  • History

50
Orientation About the LSC
  • Strategic Direction

51
Orientation About the LSC
  • LSC
  • Structure

52
Orientation About the Board
  • Board Roles

53
Orientation About the Board
  • Board Member Responsibilities

54
Orientation About the Board
  • Board Operations

55
Orientation About the Board
  • Board Members

56
Conclusions Hallmarks of an Effective Board
  • Clarity about roles responsibilities
  • Focus time attention on important things
  • Restructures board work to get important things
    done
  • Views board composition as strategic
  • Uses evaluation to learn rather than criticize

57
Hallmarks of an Effective Board
  • Has the confidence to take risks
  • Has constructive relationship with the LSC
    staff/office personnel
  • Open and honest communication
  • Board works together as an effective unit

58
Contacts…
  • If you have any questions please contact one of
    USA Swimmings Sport Development Consultants
  • Eastern Zone - Ira Klein
  • Southern Zone Dave Thomas
  • Central Zone - Randy Julian
  • Western Zone Kim Holmes
  • Phone (719) 866-4578
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