Leadership Orientation

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Leadership Orientation

• FUNERAL SERVICE ASSOCIATION OF British Columbia

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• WELCOME INTRODUCTIONS

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Purpose of Board Orientation

• Organizational renewal!
• Cause an awakening!
• Articulate shared goals!
• Develop a collective will!
• Build an operating framework to include
  governance policy!
• Were glad youre serving on this board!

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Dont shoot the messenger
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Purpose of Board Orientation

• To share key information about the organization.
• 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.

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Manage Risks

• Board manuals
• guide the Association
• encourage consistent member-quality-service
• reduce the discretion for winging it along the
  way.

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• OUR HISTORY

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Established in 1912 1943 British Columbia
Society of Morticians 1965 British Columbia
Funeral Service Association 1989 British
Columbia Funeral Association 1996 British
Columbia Funeral Association aka
Funeral Service Association of BC
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Trade Association

• A not-for-profit voluntary membership
  organization that represents a group of companies
  having a business or trade in common.
• A Professional Association is comprised of
  individuals.

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Special nature of a Trade Association

• Members of the board often represent companies
  that compete with each other.
• Board members have a schizophrenic role.
• - governing the association while at the
  same time representing the interests of their
  companies
• Board members are volunteers therefore accord the
  board a low priority
• Difficulty to secure continuity of membership on
  the board and succession planning for officers

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Fundamentals of aTrade Association

• Companies work together to accomplish goals
• that no single firm could reach by itself.
• Activities include
• Promoting business
• Encouraging ethical practices
• Setting industry standards
• Conducting research
• Co-operating with other organizations
• Holding conferences

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So What is Governance?

• An integrated board leadership concept created by
  Dr. John Carver
• to empower boards of directors to
• fulfill their obligation of
• accountability
• for the organization they govern.

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Principles of Nonprofit Governance

• 1. MISSION
• A clear expression is essential for board
  planning and expresses core values and reason for
  being
• 2. OVERSIGHT
• Checks and balances to ensure that the
  organization is well managed and mission carried
  out.
• Board manuals, board self-evaluation, code of
  ethics, distinctive roles between board and staff
  (where governance ends and management beings)

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Principles ofNonprofit Governance

• 3. RESOURCES
• Ensuring the organization has the financial and
  human resources it needs to fulfill its mission.
• Formulate funding strategy
• Approve and monitor annual operating budget
• Require an annual audit by an independent
  accountant

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Principles ofNonprofit Governance

• 4. OUTREACH
• Board members serve as community ambassadors and
  recruit new members.
• To what extent is the Association known
• to business, government, education and the media
  to inform them about the Association.

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Strategic Governance

• Encourages the board to use the strategic plan as
  primary guide.
• The board of directors will act in a strategic
  manner, focusing agenda items, discussion and all
  effort on the future (vision) and not the past.
  The strategic plan, goals, mission, vision and
  values will drive the board. When non-strategic
  issues arise, they will be delegated to staff or
  appropriate committee not undertaken by the
  board.

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The Governing Documents
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The Tools of Governance

• The Bylaws
• Articles of Incorporation
• Policies Procedures
• Strategic Plan or Goals
• Budget for Current Year
• Position Statements or Platform

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The Mission Statement

• A mission statement defines the fundamental
  reason that the organization exists and
  establishes the scope for its major activity
  areas. This mission statement is the foundation
  of your goals it drives the organization. All
  of the FSABC goals should fit within the
  parameters and intent of the mission statement.
  The statement should be one to three carefully
  worded sentences. Many organizations enhance
  their mission statements by listing a number of
  purposes under their mission statement.

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FSABC Mission Statement

• To promote the highest standards
• of ethics and service in the funeral profession
  through education, communication
• and leadership.

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The Vision Statement

• A compelling description of the state and
  function of the organization once it had
  implemented the strategic plan

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FSABC Vision Statement

• To be recognized for superior
• leadership, commitment and integrity
• in the funeral profession.

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Value Statement

• Core values are consistent with the mission.
• They let others know of the
• organizations values.

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FSABC Value Statement

• Excellence The highest professional and ethical
  standards will govern our work and our
  relationships with others.
• Leadership We will act decisively on behalf of
  our membership and the profession.
• Collaboration We are committed to listening to
  a variety of viewpoints and to building consensus
  within the funeral service profession.
• Innovation We will continually explore new
  avenues to provide better service to our members.

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4 Key principlesof the FSABC Board

• Representative of the membership (a certain
  number of seats are reserved for certain
  categories of members).
• Once elected board members must serve the
  interests of the whole Association.
• Accountability transparent governance
• Proper distinction between governance and
  management.

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What are the Boards Responsibilities

• Determine and understand the organizations
  mission and purposes.
• Select the chief executive officer (CEO).
• Support the CEO and assess his or her
  performance.
• Ensure organizational planning and goal setting.

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Board Responsibilities

• Determine, monitor and strengthen programs and
  services for members-constituents.
• Promote the organizations image.
• Ensure legal and ethical integrity in the
  organization.
• Help recruit new leaders.
• Assess and measure organizational performance.

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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.
• .

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The Officers

• The officers have special duties described in the
  bylaws.
• In many associations, the officers make up an
  Executive Committee.

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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.

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Role of the President Elect

• Serves in the absence of the president.
• Is the Finance Chair
• Performs such duties as identified in the bylaws
  or assigned by the president.

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Role of the Executive Director

• Oversees the custody of all corporate 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.

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Role of the Executive Director

• 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.

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Role of the Past President

• Adds continuity to the board, especially during
  transition.
• Assists the elected president as needed.
• Often chairs the nominating committee.

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The 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.

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Financial Responsibilities

• The board should carefully review all financial
  reports.
• The finance chair with the executive director
  should prepare and propose an annual budget.
• The finance chair, 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.

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Finance

• Financial Audits
• Fiscal Year January 1 December 31
• Cheque signing bill processing
• Financial statement schedule

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Reading Statement of Activities

• A report of the money received and spent for the
  current month and for the fiscal period as
  compared to the budget.
• Monthly membership dues are based upon the
  members previous months call volume.

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Budgeting

• Finance Chair and Executive Director prepare an
  annual operating budget to be presented to the
  board of directors.
• The board of directors accept and / or amend
• The board of directors may amend the budget
  during the fiscal year.

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Unbudgeted expenditures

• Unbudgeted items 2,500 must be approved by board
• Audited financial report published in Annual
  Report

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Policy Procedure Manual

• Finance
• Insurance Coverage
• Risk Management
• Employee Policy
• Membership
• Awards
• Strategic Governance

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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.

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Common Insurance Coverages

• General Liability - covers property damage.
• Directors and Officers Liability (DO) - covers
  the actions of the leadership, for example
  antitrust violations, wrongful hiring, etc.
• Meeting Cancellation - covers canceled meetings
  and the loss of anticipated profits.
• Fidelity Bond - covers employees stealing assets.

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Risk Management Strategy

• Evaluate the activities of the organization that
  cause risk for example
• Do you hold conferences in an area frequently
  targeted by hurricanes?
• Do you serve liquor at meetings?
• Do you discuss prices or factors that may violate
  antitrust laws?
• Can you reduce the risks or insure against claims?

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Risk Management Strategy

• Evaluate the organizations risk.
• Eliminate risks as much as possible.
• Purchase insurance to minimize risks.
• Constantly review the potential risks and work to
  minimize them.

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Board Legal Considerations

• Duty of Care
• Good business judgment at all times.
• Due diligence in decision making.
• Duty of Loyalty
• Avoid conflicts of interest.
• Duty of Obedience
• Faithful to the mission and goals.
• Follow the governing documents.

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Board Meetings

• The 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.
• Whenever possible, formulate and ask your
  questions before the meeting.

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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.

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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.
• 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.

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Confidentiality

• Confidentiality may be necessary for the best
  interests of the association or because
  disclosure of the information could cause injury
  to individuals or other organizations. Board
  members have been placed in a position of trust,
  and it is their fiduciary responsibility to honor
  the associations need to keep certain
  information confidential.

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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.

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Motion Making 101
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OBTAINING THE FLOOR .
Wait until the last speaker has finished . Rise
and address the Chairman by saying, Mr.
Chairman, or Ms. President Wait until the
Chairman recognizes you.
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MAKE YOUR MOTION
Speak in a clear and concise manner Always state
a motion affirmatively. Say, I move that we
rather thank, I move that we do not Avoid
personalities and stay on you subject.
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WAIT FOR SOMEONE TO SECOND YOUR MOTION
Another person will second your motion or the
Chairman will call for a second. If there is no
second to you motion it is lost. The practice
of seconding a motion ensures that more than one
person in the group is remotely interested in the
issue. If no one seconds a motion, you go on to
the next agenda item, having saved the time of
the participants."
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The Chairman States Your Motion
The Chairman will say, it has been moved and
seconded that we Thus placing your motion
before the board for consideration and
action. The board then either debates your
motion, or may move directly to a vote. Once your
motion is presented to the board by the chairman
it becomes assembly property and cannot be
changed by you without the consent of the board.
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Expanding on Your Motion

• The time for you to speak in favour of your
  motion is at this point in time, rather than at
  the time you present it.
• The mover is always allowed to speak first.
• All comments and debate must be directed to the
  chairman.
• Keep to a time limit for speaking if that has
  been established.
• The mover may speak again only after other
  speakers are finished, unless called upon the
  Chairman.

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Question

• The Chairman asks, Are you ready to vote on the
  question?
• If there is no more discussion a vote is taken.

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Board Manual Essentials

• FSABC Constitution and Bylaws
• Mission Vision Statements
• Statement of Director Roles and Responsibility
• Last Annual Report
• Last Budget
• Current Financial Reports
• Board Minutes of the Previous / Current Year
• Director List and Contact Information
• Committee Mission Statements
• Committee Objectives
• Committee Reports
• Directors Guide (Beyond Basics)
• Board Cheat Sheet
• The a-b-cs of Parliamentary Procedure
• A Board Development Orientation Training
  Program
• Related Reading and other resources.

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Common Sense ToolboxPractical Steps for Board
Service

• Show up at meetings.

Showing up is 90 of life
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Toolbox

• Wear a watch time is a commodity
• start end meeting on time
• Bring your calendar
• Prepare by reading what you receive
• - (minutes, agendas etc)
• Rules of order have a purpose. Respect the
  chair.
• Respect the agenda it has a purpose
• Leave personal agenda at the door.
• Confidentiality applies to documents
  discussions

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Toolbox

• Know the Mission, Vision Values
• Have a vision for yourself plan to leave a
  legacy
• Look forward-not backward
• We tried that before, What will the past
  presidents think?
• Promote the organization to others.

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Toolbox

• Knowledge is power read, surf, whatever it
  takes.

Stay current on issues trends impacting the
organization the membership SHARE your
knowledge!!

• MINUTES are not a newsletter
• they are a legal record.

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Toolbox

• Talk to members.
• What sits on the board is owned by the board.
• Act as a united front inside and outside
  the board room.
• Bottom Line money really matters understand
  the financial reports or ask for help.

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Toolbox

• Be accountable for your self, your assignments,
  your deadlines, your committee, your offers to
  help. Take responsibility for yourself.
• Avoid micromanagement We dont need more staff,
  we need more leaders. YOU are the leader
• not the administrator.

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COMMITTEES
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Committees

• Most organizations utilize 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.

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The Committee Chair

• Sets tone for the committee work
• Ensures that members have the information needed
  to do their jobs
• Reports to the President
• Reports in writing to the full Board on
  committees decisions / recommendations
• Works closely with the Executive Director
• Assigns tasks to committee members
• Initiates and leads the committees annual
  evaluation

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The Board Member .

• Regularly attends board and important related
  meetings
• Makes serious commitment to participate actively
  in committee work
• Volunteers for and accepts assignments and
  completes them on time.
• Builds a collegial working relationship that
  contributes to consensus

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WORKING ON YOUR COMMITTEE

• Develop a road map get everyone headed in the
  same direction.
• Solve problems and assess opportunities in the
  profession
• Ownership, buy-in, and consensus
• Build team work among the board and staff
• Act as visionaries, future thinking.
• Have a game plan what needs to be done next?
• Check off list of completions
• Year end score card

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Plans do fail for various reasons ...

• Unrealistic goals or over all plan
• Lack of resources
• Complex
• Lack of buy-in and support by members,
  committees, staff
• Put it on the book shelf and never refer to it
  again

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Committee 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.

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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.

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Sample Committee Report
OUTCOMES DESIRED rather than on activity
required. COMMITTEE MISSION STATEMENT What are
the STRATEGIC GOALS of your Committee? What
Strategic ACTION STEPS have you completed? What
Strategic Action Steps are planned? Significant
New Information not related to Strategic Goals
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Government Relations

• To ensure that there is adequate and appropriate
  monitoring, lobbying and oversight of provincial
  legislation and to make recommendations to the
  board of directors regarding any government
  activities that could affect the funeral service
  profession.

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Government Relations Committee

• BPCPA / CIFSAG
• Vital Statistics
• Coroners Service
• Workers Compensation
• Public Guardian and Trustee
• Ministry of Human Resources
• Other

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Government Relations in progress

• make recommendations of issues to bring forward
  to CIFSAG
• Ongoing monitoring and recommendations to Vitals
  Statistics
• Review FOI request received from Coroners
  Service and make recommendation
• MHR / Public Trustee rate increase

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Education Committee

• to fulfill the needs of the members by making
  quality and diverse educational opportunities
  (professional education) available at an
  affordable price to as many members of the
  Association as possible
• To train students through quality educational
  programs (apprenticeship) and support employers
  to meet training environment criteria.

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Professional Education

• compile survey results (knowledge based decision
  making)
• partner with an online provider of credits
• value added bundle of options made available
  through annual levy

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Apprenticeship
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Apprenticeship

• Approval-in-principle from ITA to modify funeral
  service apprenticeship program
• Develop with HRDC skills competency profile for
  5 tier training program
• Actively monitor student, employer and school

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Member Services

• To actively recruit new members, to review and
  approve applications, and to make recommendations
  to the board of directors concerning new
  applications.
• To determine if membership needs are being met
  and to recommend measures or services that will
  better meet the changing needs of members by
  co-ordinating tangible and intangible benefits
  that members receive by joining and supporting
  the FSABC.

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Public Awareness

• to promote funeral service as a profession
  through public awareness programs and
  partnerships with other aligned professions
• To oversee the development, production and
  updating of Association publications including
  newsletters, journals and brochures and to
  oversee Association communication tools,
  including the website programs.

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• Identify partnerships with aligning organizations
• CCABC, BPCPA, ICBC, WCB, Hospice
• Create a comprehensive plan to raise public
  awareness
• Identify existing and potential audiences and how
  to reach them effectively
• Identify deliverables and implementation strategy
• Recommend courses of action including preliminary
  budget considerations
• Planned Future Strategic Actions Steps
• Communicate with potential partners and aligning
  organizations to explore a partnership
• Identify partnership committee members
• Develop key messages
• Solicit request for proposals for advertising
  campaign
• Completed Action Steps
• Partnership letter forwarded to the CCABC

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Sample Committee Report
OUTCOMES DESIRED rather than on activity
required. COMMITTEE MISSION STATEMENT What are
the STRATEGIC GOALS of your Committee? What
Strategic ACTION STEPS have you completed? What
Strategic Action Steps are planned? Significant
New Information not related to Strategic Goals
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Report Format

• Strategic Goals of Committee
• Monitor developments in ..
• Ensure membership is aware of
• Survey membership to obtain information on
• Support activities of the Association and other
  Committees to achieve the overall strategic goals
• Completed Strategic Actions Steps Since Last
  Board Meeting
• Meeting held with ..
• Survey distributed to membership on
• Planned Future Strategic Action Steps
• Analyze response from
• Make recommendations for
• Significant New Information Not Related To
  Strategic Action Steps since last board meeting
• - Circulate any new information

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Thank You for Serving!

• The board experience should be a positive one.
• The board is the caretaker of the organization.
• The board speaks as a whole, no board member
  should have more input or authority than others.
• Always ask questions as they arise.
• Thank you for serving on the board!