SUNA’s Orientation for Leadership

1. SUNA’sOrientation for Leadership A guide for Professional Development

2. 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)

3. 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)

4. 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

5. 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

6. 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

7. 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!

8. 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

9. 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)

10. 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

11. 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

12. 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 striveto be as an organization. Sherry Schiller, 2012

13. 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.

14. 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.

15. 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.

16. 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

17. 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

18. 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

19. 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!

20. 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

21. 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

22. 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

23. 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

24. 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!

25. 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

26. 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

27. 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

28. 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!

29. 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

30. 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

31. IRS FORMS Form 990 Form 990-EZ Form 990-N

32. 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

33. IRS Form 990 • Gross receipts of $200,000 + • Revenues/Expenses • Assets/Liabilities • Mission • Governance polices • Program areas 2012 NALA

34. IRS 990-EZ Form • Used for gross receipts between $50,001 to $200,000 2012 NALA

35. 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

36. 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

37. 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

38. 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

39. 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

40. 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

41. 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

42. 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

43. 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)

44. 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

45. Board and Staff Relationship • Trust, Openness and Transparency isthe 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

46. 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

47. 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

48. 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

49. 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

50. 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.