SUNA’sOrientation for

LeadershipA 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 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

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 990Form 990-EZForm 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 results2012 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 assignments2012 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 8:15 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 1+408-418-5040, Enter conference ID #

Attendance is mandatory (unless excused by President)

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

1-408-418-5040 and enter conference ID

Attendance is mandatory (unless excused by President)

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

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

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 needed-prioritize 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 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

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