New Board Member Orientation 1

2 Orientation Goals Welcome You To The Section’s Board Preparation for Board Roles Provide Information Meet Volunteers & Staff Answer Questions Have Some Fun

3 Getting To Know One Another In 1 minute or less: 1.How did YOU get into tennis? 2.What’s your tennis background? 3.Why are you so passionate about tennis? 4.What is your day job?

4 USTA’s Mission To promote and develop the growth of tennis.

5 USTA STRUCTURE – 17 Sections

6 USTA STRUCTURE – Section Leadership 17 USTA Section Presidents 17 USTA Section Delegates 17 USTA Section Executive Directors THE GANG OF 51

Role Of The Board Board Participation Primary Responsibilities Board Protocol Strategic Planning Fiduciary Responsibilities 7

8 Board Participation The USTA is a Not-for-Profit Organization Section’s Governing Body WE EXIST TO SERVE OTHERS

9 Primary Responsibilities Vision – Future Focus and Direction Provide Strategic Thought Leadership and Oversight Volunteer Development Policy Setting and Deployment Not Micro-Management or Administrative Operations Governance Fiduciary Duty / Duty of Loyalty “The Board governs - The Staff manages.”

10 Board Protocol Attendance and Participation Timeliness Preparation – Read Your Board Book Full Engagement First Seek to Understand, Then to be Understood Ask Questions to Fully Understand Watch Out for Repetitiveness Maintain Confidentiality – No Leaks Candor and Diversity of Opinion Are Valued Unity – We Are One Board

11 Board Protocol DEALING WITH THE PRESS Important Who Speaks for the Section Unless Authorized, Refer Questions to Section ED or Designee Coordinate Interview & Articles with Section ED or Designee

12 Strategic Plannning The Board is responsible for helping to shape the Strategic Plan This includes, but may not be limited to: - Establishing a set of Strategic Priorities - Defining the Resources Allocation Plan for accomplishing the Strategic Plan - Providing strategic implementation oversight - Evaluating progress and course-correcting as needed

13 Strategic Planning (Continued) NOTE: Insert Section’s Strategic Goals & Key Priorities/Initiatives, etc.

14 Fiduciary 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 at each board meeting. An annual audit should be performed by an independent accountant.

Practical Board Tips 15

16 Practical Tips For Enhancing Your Volunteer Board Experience Being on a Volunteer Board brings a variety of opportunity and challenges. To help enhance your Board experiences, there are three key areas to focus on from a practical standpoint: –Key Board Member – Do’s And Don’ts –Board Meeting Management –Board-Staff Relationship

17 Key Board Member – Do’s Listen to and respect the opinions of my fellow board members. Respect and support all decisions of the Board. Keep well informed of developments relative to issues that may come before the Board.

18 Key Board Member – Do’s (Continued) Try to relate the needs of all those we serve to the Board. Participate actively in board meetings, decisions and attend sectional events. Bring to the attention of the board any issues I believe will have a significant effect on the organization.

19 Key Board Member – Do’s (Continued) Represent all those whom this organization serves, not a particular geographic area or interest group. Acknowledge conflicts of interest between my personal life, business life, and my position on the Board. Consider yourself a “trustee” and work to ensure financial sustainability and operating with focus on those we serve.

20 Key Board Member – Don’ts Discuss elsewhere what I am unwilling to discuss in board meetings. Attempt to influence issues in which I have a conflict of interest. Discuss the confidential proceedings of the Board outside the board room.

21 Key Board Member – Don’ts (Continued) Use the organization or my position for my personal advantage or that of my friends, relatives or associates. Vote on an issue before hearing the discussion and becoming fully informed.

22 Key Board Member – Don’ts (Continued) Interfere with the duties of staff or undermine the authority of the Executive Director to perform his/her duties. Speak for or on behalf of the association unless specifically authorized to do so. Criticize fellow board members or their opinions, in or out of the board room.

23 Board Meeting Management 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. The Rules of Order

24 Board Meeting Management 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. Whenever possible, formulate and ask your questions before the meeting. The Preparation

25 Board Meeting Management The agenda is prepared with the input of the chief elected office, 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. The Agenda

26 Board Meeting Management Minutes are a legal record of the meetings. They are not a record of side conversations or a reminder document for leaders and staff. No audio recordings should be maintained once the minutes are approved. The minutes are to be approved at the next convened meeting of the board. Minutes

27 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.

28 Board – Staff Relationship (Continued) The role of the Executive Director (ED) is to carry out the goals and objectives of the Section as assigned by the President. The ED reports to Board President (and the Board) while the staff report to the ED. You will interact with the Staff in your role as Board Member- giving feedback and asking questions. The Staff has the responsibility for executing the strategy the Board sets.

The Officers 29

30 The Officers - Overview The Officers of the Board typically include: President; Vice- President; Secretary; Treasurer; and Immediate Past-President The officers have special duties described in the bylaws. In many associations, the officers make up an “Executive Committee.” Meets to conduct business between board meetings. Authorized by the bylaws and restricted by established policies and precedents. Allows important business to be conducted as issues arise with short notice.

31 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). Leads performance reviews of (1) board and (2) chief staff officer. Appoints committees in accordance with bylaws.

32 Role Of The Vice President Serves in the absence of the president. Performs such duties as identified in the bylaws or assigned by the president.

33 Role Of The Secretary Oversees the custody of all corporate records, except financial records. Monitors the accuracy and timely distribution of meeting minutes. Performs such duties as identified in the bylaws or assigned by the president. Often chairs a bylaws committee.

34 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.

35 Role Of The Past-President Adds continuity to the board, especially during transition. Assists the elected president as needed. Often chairs the nominating committee.

Section Committees 36

37 Rationale for Committees They help the board get work done. They identify potential leaders. They serve as a way to segment and serve the interests of subgroups of members.

38 Committee Composition They should be in alignment with national, state and community groups when appropriate to facilitate interaction and communication. Each committee should have a board liaison and a staff liaison. Committee composition should be based on the purpose of the committee. State or District Associations should petition to be represented on committees. Each committee chair shall direct the group and communicate with the staff and board liaisons.

39 Committee Staff Relations The staff liaison does not have a vote. The staff should be contributing ideas and expertise to specific areas.

40 Committee Member Etiquette Be curious—not certain Be open Be respectful Be honest Listen—think first Be engaged Turn off cell phones, PDAs, etc Empathize Have fun

41 Committee Types Standing Committees - found in the bylaws, ongoing. Examples: Nominating, Ranking Review, Ex Presidents, Grievance Ongoing Committees - mission board approved Ad Hoc & Task Forces - a group that performs at “one time” a specialized function at the request of the Section President and disbands upon completion of task. Work Groups, Knowledge Networks and Special Interest Groups (SIGs) - specific in nature. Virtual Committees - solves a problem without meeting in person. -Board approves the existence of committees -President appoints the members of all committees

42 Sharepoint What it is Role & Uses An Internet-Based Communication Tool for Working Together

43 Office Operations Hours of Operation Meeting the staff and their roles. Phones, addresses, websites, etc. The publications. How to enroll members.

44 Questions And Answers

New Board Member Orientation 45