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Leadership Orientation

Leadership Orientation

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Leadership Orientation

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  1. Leadership Orientation Board Orientation

  2. Purpose Mission, Vision Board-Staff Team Board Responsibilities Practical Board Tips The Officers Executive Committee Board Meetings Recruiting Leaders Committees Financial Issues Goal Setting Risk Management Insurance Office Operations Topics Board Orientation

  3. Ground Rules • Ask questions as they arise. • Think in terms of your role as a director; responsible for the well-being and future of this organization. Board Orientation

  4. Purpose of Board Orientation • In the US, there are 1.4 million non-profit organizations. • The average number of directors on a board is 19. • About 26 million persons serve on boards. • Training tends to be categorized as “on the job.” • To share key information about the organization. Board Orientation

  5. Purpose of Board Orientation • To focus on the strategic direction, mission and goals of the organization. • To encourage questions and to explore opportunities for the organization. • To manage risks associated with leadership. • The members and staff appreciate your service on the Board. Board Orientation

  6. The DBA’s Objectives • "To promote justice, its administration and its availability to all sectors of society; to support and assist the membership in the delivery of legal services; to uphold the honor and dignity of the bar and foster respect for the legal profession; to encourage a thorough and ongoing legal education; to promote prompt and efficient dispute resolution; to cultivate good relations among all lawyers of Denver; to perpetuate the history and tradition of the profession and to do all things necessary to further these objects and purposes." Board Orientation

  7. Governance Organizational Chart President Board Orientation

  8. Staff Organizational Chart Chuck Turner, Executive Director Greg Martin, Deputy Executive Director Dana Collier Smith, Assistant Exec. Director Nona Powell, Program Coordinator Penny Young, Reception/Admin. Andrea Mueller, Reception/Admin. Board Orientation

  9. Staff Organizational Chart Departments: Communications – Stacy Chesney, Director Mindy Marks Finance – Janet Bauer, Director Elisa Willard Amber Vanden Hout Internet & Technology – Mel Reveles, Director Catherine McHughs Board Orientation

  10. Staff Organizational Chart Departments (cont.): Law Practice/Risk Management – Reba Nance, Director Michelle Gersic Legislative Relations – Michael Valdez, Director Local Bar Relations/Access to Justice – Kath Schoen, Director Cheryl Law Board Orientation

  11. Staff Organizational Chart Departments (cont.): Marketing – Shelley Joksimovic, Director Heather Clark Beneva Hansen Metro Volunteer Lawyers – Debora Wagner, Director (DBA program) Anna Paschke Codi Raymond Board Orientation

  12. Staff Organizational Chart Departments (cont.): Public Legal Education – Carolyn Gravit, Director Meghan Secks Sections & Committees – Melissa Nicoletti, Director Erica Driver Gretchen Eoff Richard Dyrland Board Orientation

  13. Staff Organizational Chart Departments (cont.): The Colorado Lawyer – Leona Martinez, Managing Editor Tracy Rackauskas Susie Vancura Gaynor Bloom Board Orientation

  14. The Governing Documents Board Orientation

  15. The Tools of Governance • The Bylaws • Articles of Incorporation • Policies & Procedures • Strategic Plan or Goals • Budget for Current Year • Position Statements or Platform Board Orientation

  16. Board Responsibilities • Determine and understand the organization’s mission and purposes. • Ensure organizational planning and goal setting. • Manage the organization’s resources. • Determine, monitor and strengthen programs and services for members. Board Orientation

  17. Board Responsibilities • Promote the organization’s image. • Ensure legal and ethical integrity in the organization. • Help recruit new leaders. • Assess and measure organizational performance. Board Orientation

  18. The Board - Staff Relationship Two Elements, One Team • Board focuses on governance; being visionaries; strategically moving forward. • Staff manages the day to day operations. • Consider it a partnership, alliance, collaboration between board and staff to achieve the goals of the organization. • Avoid micromanagement. Board Orientation

  19. Practical Steps for Bd. Service • There are practical steps that make board service more effective and the outcomes more rewarding. Board Orientation

  20. Practical Steps for Bd. Service • Attend all board meetings. • Start and end meetings on time. • Study and understand the mission statement, bylaws, policies and goals. • Prepare for meetings by reviewing the agenda and supporting documents. • Treat information and discussions as “confidential.” Board Orientation

  21. Practical Steps for Bd. Service • Promote the organization to others. • Recruit future leaders to help govern the organization. • Stay current on issues and trends impacting the organization and the membership. • Readily communicate with the office for needed information and assistance. Board Orientation

  22. The Officers • The officers have special duties described in the bylaws. • In many associations, the officers make up an “Executive Committee.” Board Orientation

  23. Role of the President • Serves as chief elected officer of the organization. • Presides over all meetings or designates a person to do so. • Interfaces with the chief staff officer (executive director). • Appoints committee leaders in accordance with bylaws. Board Orientation

  24. Role of the President-Elect • Serves in the absence of the president. • Performs such duties as identified in the bylaws or assigned by the president. • Co-Chair the Barristers Benefit Ball Board Orientation

  25. Role of 1st Vice President • The 1st Vice President serves as chair of the Budget Committee. Board Orientation

  26. Role of the Treasurer • Oversees all funds and financial records. • Prepares an annual budget for approval. • Keeps records of all income and expenses. • Responsible for filings required by law associated with finances. • Performs such duties as identified in the bylaws or assigned by the president. Board Orientation

  27. Role of the Past President • Adds continuity to the board, especially during transition. • Assists the elected president as needed. Board Orientation

  28. The Board of Trustees • The board shall manage the affairs of the association, supervise the work of all committees, have general supervision of the property of the association, keep a record of its proceedings relative to the finances and property of the association, and shall report to the members any business which, in the judgment of the board, requires action by the association. Board Orientation

  29. Financial Responsibilities • The board should carefully review all financial reports. • The treasurer should prepare and propose an annual budget. • The treasurer, with staff assistance, will present a financial report for the previous period, at each meeting. • An annual audit should be performed by an independent accountant. Board Orientation

  30. Committees • Standing Committees - found in the bylaws, are ongoing. • Ad Hoc & Task Forces - appointed as needed, disbanded upon completion of task. Board Orientation

  31. Board Meetings • Preparation • Notice and materials will be distributed well in advance of meetings. • Review the agenda to determine how you should prepare for the discussions. • Prepare any written reports and provide to staff in advance of the meeting. Board Orientation

  32. Board Meetings • The Agenda • The agenda is prepared with the input of the chief elected officer, staff, with consideration of current issues, member needs and pending business. • If you have input for the agenda, be sure to provide it to the chief elected officer, or staff, well in advance of the meeting. Board Orientation

  33. Board Meetings • Minutes • Minutes are a legal record of the meetings. • They are not a record of side conversations or a reminder document for leaders and staff. • The minutes are to be approved at the next convened meeting of the board. Board Orientation

  34. Board Meetings • The Rules of Order • Procedural rules are used to maintain order at meetings. • All persons must be recognized by the chair before speaking. • Time limits may be set on certain topics. • Learn the basics of rules of order to be sure motions and procedures are understood to your benefit. Board Orientation

  35. Recruiting Leaders • A responsibility of board members is to identify future leaders. • The nominating committee plays a key role, but so does every board member. • Training programs encourage and help recruit leaders. • Committees are a source of future leaders. Board Orientation

  36. Goal Setting • Limit the number of goals to 4 to 6 so that resources are not exhausted and success in achieving them is more likely. • Within the goals should be strategies as to how the goals will be achieved. • Within the goals and strategies should be tasks assigned to committees, volunteers, staff and outsourcers. Board Orientation

  37. Outcome Oriented Goal Setting • Goal statements should include an action verb. (Retrain and recruit members…..) • They should be simple, clear, understandable. • Goals include measurable quantities and timeframes. • Goals must be reasonable, manageable. • Goals focus on the end, not the means to the end. Board Orientation

  38. Goals Set in a Strategic Plan • Most organizations have a strategic plan that can be used as a road map for the leadership and staff. • A strategic plan should be updated annually or every other year. • The plan allows members and prospects to see the direction of the organization and understand better the ROI - return on investment. Board Orientation

  39. The Strategic Planning Process • Determine the value of creating a plan or updating an existing plan. • Identify a facilitator experienced at strategic planning. • Include key stakeholders in the planning process, in addition to the board and staff. • Conduct a member survey to determine strengths, weaknesses opportunities and threats. Board Orientation

  40. The Strategic Planning Process • Set aside a time specifically for planning. • Draft the plan and circulate it for additional input from key stakeholders. • Formally adopt the plan and promote it as the future direction and services of the organization. • Promote and implement the finished product. Board Orientation

  41. Board Orientation

  42. DBA Member Survey Results – May 4, 2007 1. What challenges do you currently face in your law practice? (456 responses): Top 5 Answers – • Time Management • Client Development • Finances • Personnel/Staffing • Work/Life Balance Board Orientation

  43. Board Orientation

  44. 3. Please list 3 things you associate with the Denver Bar Association (434 responses): Top 5 Answers – • “The Docket” • CLE • MVL • Pro bono activities • Social events Board Orientation

  45. Board Orientation

  46. Other responses to question 4 include: • The DBA should solicit input and have forums • Amore democratic way to lend name, money, etc • Name, $ and effort for legislatives issues re legal system • Depends on what you mean by "relate" • Pro and con of ballot issues set out in docket • Only if members agree/vote on it • Bar should sponsor pro/con speakers/issues forum • DBA should publicize these issues to the Bar • On the fence because of members disparate views • Support only w/ membership vote per issue • Be reluctant to insinuate ourselves - bipartisan? • It would be difficult to represent all views • The real question? Depends on Circumstances • With disclaimer that not all members agree • Name primarily - money only when majority affected • The Bar has an obligation to educate the public • Only in issues directly involved with profession • Narrow involvement on judicial process matters. • Tough question. Depends on issue & member support • The Bar should educate its members about issues As appropriate • $ support for "system" improvement, not issues • Only if issue is non-political, affects all lawyer • Keep members informed of issues & opportunity for involvement Board Orientation

  47. 5. What are some of things you would like to see the Denver Bar Association do, or offer, that we currently do not? (272 responses): Top 5 Answers – • More CLE – affordable programs, online CLE, legal research CLE, ethics CLE • Even stronger support of the judiciary • More focus on mentoring – young lawyers, law students • More public education – judicial system, local elections • More focus on solo & small firm practitioners Board Orientation

  48. Measuring Performance • “How do we compare?” is a common query of board and staff. • There are numerous ways to measure performance. • How does the organization measure performance? • Consider these options….. Board Orientation

  49. Measuring Performance • Compare the organization with the operating ratios (budgets) of similar organizations to measure income and costs. • Survey members to determine satisfaction. • Seek an outside performance review by a committee or professional experienced in conducting operating assessments. Board Orientation

  50. Risk Management • There is risk associated with board service. • Insurance is one way to minimize risks. • Consider a Risk Management Strategy to protect the organization. • The Volunteer Immunity Act may not cover all risks associated with the organization. Board Orientation