2014 New Board Member Orientation


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2014 New Board Member Orientation

  2. 2. SIX KEY AREAS OF BOARD RESPONSIBILITY  1. Mission and Purpose  2. Strategic Planning and Evaluation  3. Fiscal Oversight/Risk Management  4. Resource Development  5. Board Development  6. Staff Relations
  3. 3. 1. MISSION AND PURPOSE Exceptional Boards are driven by a clear mission, inspiring vision, and fidelity to core values… - Information on “Exceptional Boards” from Center for Nonprofit Excellence (CNPE)
  4. 4. 1. MISSION AND PURPOSE cont’d KPA Mission: “To promote psychology as a science and profession.”
  5. 5. 1. MISSION AND PURPOSE cont’d KPA Vision To be a diverse and inclusive organization at the forefront of psychological practice, science, and advocacy to improve the quality of people‟s lives. (Adopted in 2012)
  6. 6. 1. MISSION AND PURPOSE cont’d KPA VALUES  Enhance the professional life of members in all aspects of psychology.  Improve the quality of life for the populations we serve.
  7. 7. 2. STRATEGIC PLANNING & EVALUATION “Exceptional Boards are generative; strategic planning and evaluation are on-going and dynamic processes.” 1. The KPA Board engaged in a formal evaluation process in 2010. 2. The latest round of KPA Strategic Planning also began in 2010, and a Strategic Planning Steering Committee was identified. 3. A process for strategic plan review is in the works currently.
  8. 8. Strategic Planning Steering Committee Was Identified: President Vice President Past President Executive Director The Steering Committee‟s role is to champion, evaluate, and update the Strategic Plan. (Decision to do this by role rather than by person.)
  9. 9. 2. STRATEGIC PLANNING & EVALUATION cont’d KPA‟s Three Strategic Priorities (Adopted by the KPA Board in 2010) •Membership •Advocacy •Leadership Development
  10. 10. 2. STRATEGIC PLANNING & EVALUATION cont’d History: With input from KPA members and leadership, the Steering Committee developed and proposed a strategic plan which was adopted by the KPA Board on December 14, 2012.
  11. 11. 2. STRATEGIC PLANNING & EVALUATION: Plan Overview Strategic Priority 1: Membership  Member recruitment, retention, and re- instatement.  Maintain and build on excellent member services.  Outreach to diverse groups within KPA.  Make KPA an essential element of Kentucky’s culture of psychologists.
  12. 12. 2. STRATEGIC PLANNING & EVALUATION: Plan Overview Strategic Priority 2: Advocacy  Provide effective legislative advocacy for the profession and science at the state level.  Provide effective legislative advocacy for the profession and science at the federal level.  Provide support, advocacy, and education for practitioners.  Advocate for the general social welfare, as it relates to the science and profession of psychology.  Increase public understanding of psychology‟s unique strengths and contributions.  Respond to relevant advocacy issues as they arise.
  13. 13. 2. STRATEGIC PLANNING & EVALUATION: Plan Overview Strategic Priority 3: Leadership Development  Develop a culture of leadership within KPA. (The Leadership Challenge)  Provide KPA leadership with sufficient training, tools, and support needed to lead the Association.
  14. 14. “The Leadership Challenge” Empirically supported model of leadership, developed by James Kouzes and Barry Posner.
  15. 15. “The Leadership Challenge”
  16. 16. 2. STRATEGIC PLANNING & EVALUATION: Plan Overview  Provide opportunities for leadership/recognition/involvement at local, state, and national levels.  Conduct KPA activities and operations according to association best practices.  Conduct regular and ongoing review and revision of the strategic plan.
  17. 17. 3. FISCAL OVERSIGHT/ RISK MANAGEMENT “Exceptional Boards are proactive in risk assessment; they engage in regular audits, and are attentive and inquisitive in financial matters of the Association. They are guided by an ethos of transparency. “
  18. 18. 3. FISCAL OVERSIGHT cont’d KPA Board members have fiduciary responsibility for the Association. KNOW THE BUDGET… What is the budget process?
  19. 19. 3. FISCAL OVERSIGHT cont’d  Review Financial Reports.  Know the Financial Practices.  ASK QUESTIONS!  Review Bylaws and policies.  Transparency, ethics, and the law are guiding principles.
  20. 20. 3. FISCAL OVERSIGHT cont’d Follow best practices:  Directors‟ and Officers‟ insurance.  General liability insurance.  Conflict of interest policy.  Other policies…. (investment, records retention and protection, etc.)
  21. 21. 4. RESOURCE DEVELOPMENT “Exceptional Boards‟ members are highly active, and generous to their Associations with gifts of time, talents, and financial resources.”
  22. 22. 4. RESOURCE DEVELOPMENT cont’d KPA Board members are asked to  Support the KPA Foundation.  Share their time and skills with the Association.  Attend Board meetings and functions at their own expense.
  23. 23. 5. BOARD DEVELOPMENT “Exceptional Boards are stewards of their Associations. They have a culture of endless learning. Members are loyal to the mission, vision, and values. Board members exercise a duty of loyalty, duty of care, and a duty of obedience.”
  24. 24. 5. BOARD DEVELOPMENT cont’d Duty of Care - a level of competence that is expected of a board member; a board member owes the duty to exercise reasonable care when making decisions as a steward of the organization. Boardsource (2009) e.g. know your Board manual!; review meeting documents in advance
  25. 25. 5. BOARD DEVELOPMENT cont’d Duty of Loyalty - a standard of faithfulness; a Board member must give undivided allegiance when making decisions affecting the organization. A Board member can never use information obtained as a member for personal gain, but must act in the best interests of the organization. Boardsource ( 2009)
  26. 26. 5. BOARD DEVELOPMENT cont’d Duty of Obedience This requires Board members to be faithful to the organization's mission. They are not permitted to act in a way that is inconsistent with the Association‟s central goals. A basis for this rule lies in the public's trust that the organization will manage donated funds to fulfill the organization's mission. Boardsource (2009)
  27. 27. 5. BOARD DEVELOPMENT KPA has a working board! KPA Board Member Expectations:  Put Board meetings on your calendar: attend faithfully and participate fully.  Prepare reports as requested.  Read minutes from last meeting & materials for any upcoming meetings.  Review Financial Reports and Budgets.  RSVP promptly.  Avoid conflicts of interest .
  28. 28. 5. BOARD DEVELOPMENT KPA has a working board! KPA Board Member expectations:  Be an Ambassador for KPA.  Recruit members.  Encourage member involvement.  Read KPA Publications.  Communicate with members and relay feedback to staff and Board.  Promote and support KPA events.
  29. 29. 5. BOARD DEVELOPMENT KPA has a working board!  Take an active role in programs and initiatives that are developed by the board.  Volunteer for and accept invitations to join specific committees, task forces, and work groups as needs arise.  Actively work to further KPA's mission by contributing new ideas and working to carry them out.
  30. 30. 5. BOARD DEVELOPMENT cont’d According to the KPA Board‟s 2010 assessment: “The KPA Board is a team, with a solid diversity of skills, knowledge, experience, backgrounds, and talent.” 100% of 2010 KPA Board members were “satisfied” (46%) or “very satisfied” (54%) with their Board experience.
  31. 31. 5. BOARD DEVELOPMENT cont’d  The 2011 KPA Board was honored by the Center for Nonprofit Excellence with the “Art of Governance” Award for “commitment to mission, outstanding level of organizational participation, and investment in the organization‟s financial health.”
  32. 32. 5. BOARD DEVELOPMENT cont’d The Board engaged in on- going self-evaluation, pursues goals consistent with KPA‟s mission, and annually sets and re-sets a course for progress at its annual summer retreat.
  33. 33. 6. STAFF RELATIONS  BOARD sets policy and is responsible for the health and viability of the organization.  BOARD has fiduciary responsibility for the finances of the organization.  STAFF implements policy and maintains the operation and functioning of the organization.
  34. 34. 6. Board/Staff Relations (how not to do it)
  35. 35. 6. STAFF RELATIONS cont’d “Exceptional Boards have an „executive partnership‟ with their Executive Director, that includes a culture of high trust, candor, and interdependence between Board and hired leadership. They take seriously their duties to support and evaluate the Executive Director.”
  36. 36. 6. STAFF RELATIONS cont’d  The Board hires the Executive Director.  The Executive Director hires and supervises the staff.  Board, committee members and staff work cooperatively and collaboratively for the good of the organization and profession.
  37. 37. KPA Board Member Reference Page http://www.kpa.org/?page=191 Bookmark this page!
  38. 38. FINALLY…  Your services on the Board is valued and valuable.  We want your experience as a Board member to be satisfying and enjoyable.  The time, talent, and treasure that you give to KPA is greatly appreciated.  Psychologists in Kentucky are fortunate to have leaders like you.
  39. 39. KPA 2014 Board members… Thank you for your leadership.