KENTUCKYKENTUCKYPSYCHOLOGICAL PSYCHOLOGICAL

ASSOCIATIONASSOCIATION

Serving on Serving on the KPAthe KPA

BoardBoard

SIX KEY AREAS OF BOARD SIX KEY AREAS OF BOARD RESPONSIBILITYRESPONSIBILITY

1. Mission and Purpose1. Mission and Purpose 2. Strategic Planning and Evaluation2. Strategic Planning and Evaluation 3. Fiscal Oversight/Risk Management3. Fiscal Oversight/Risk Management 4. Resource Development4. Resource Development 5. Board Development5. Board Development 6. Staff Relations6. Staff Relations

1. MISSION AND PURPOSE1. MISSION AND PURPOSE

Exceptional Boards are driven by a clear Exceptional Boards are driven by a clear mission, inspiring vision, and fidelity to mission, inspiring vision, and fidelity to core values… core values…

- Information on “Exceptional Boards” from Center for Nonprofit Excellence (CNPE)- Information on “Exceptional Boards” from Center for Nonprofit Excellence (CNPE)

1.1. MISSION AND PURPOSE MISSION AND PURPOSE cont’dcont’d

KPA Mission:KPA Mission:

“ “To promote psychology as a science To promote psychology as a science and profession.”and profession.”

1. MISSION AND PURPOSE1. MISSION AND PURPOSEcont’dcont’d

KPA VisionKPA VisionTo be a diverse and inclusive To be a diverse and inclusive organization at the forefront of organization at the forefront of psychological practice, science, psychological practice, science, and advocacy to improve the and advocacy to improve the quality of people’s lives.quality of people’s lives.

(Adopted in 2012)

1. MISSION AND PURPOSE1. MISSION AND PURPOSEcont’dcont’d

KPA VALUESKPA VALUES Enhance the professional life of Enhance the professional life of

members in all aspects of members in all aspects of psychology.psychology.

Improve the quality of life for the Improve the quality of life for the populations we serve.populations we serve.

2. STRATEGIC PLANNING &2. STRATEGIC PLANNING &EVALUATIONEVALUATION

““Exceptional Boards are generative; Exceptional Boards are generative; strategic planning and evaluation are strategic planning and evaluation are on-going and dynamic processes.”on-going and dynamic processes.”

1. The KPA Board engaged in a formal evaluation 1. The KPA Board engaged in a formal evaluation process in 2010. process in 2010.

2. The latest round of KPA Strategic Planning also 2. The latest round of KPA Strategic Planning also began in 2010, and a Strategic Planning Steering began in 2010, and a Strategic Planning Steering Committee was identified.Committee was identified.

3. A process for strategic plan review is in the works 3. A process for strategic plan review is in the works currently.currently.

Strategic Planning Steering Strategic Planning Steering Committee Was Identified:Committee Was Identified:

PresidentPresident

Vice PresidentVice President

Past PresidentPast President

Executive DirectorExecutive DirectorThe Steering Committee’s role is to The Steering Committee’s role is to

champion, evaluate, and update the champion, evaluate, and update the Strategic Plan. (Decision to do this by Strategic Plan. (Decision to do this by role rather than by person.)role rather than by person.)

2. STRATEGIC PLANNING & 2. STRATEGIC PLANNING & EVALUATION EVALUATION cont’dcont’d

KPA’s KPA’s Three Strategic Priorities Three Strategic Priorities (Adopted by the KPA Board in 2010)(Adopted by the KPA Board in 2010)

•MembershipMembership•AdvocacyAdvocacy•Leadership DevelopmentLeadership Development

2. STRATEGIC PLANNING & 2. STRATEGIC PLANNING & EVALUATION EVALUATION cont’dcont’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.

2. STRATEGIC PLANNING & 2. STRATEGIC PLANNING & EVALUATION: Plan Overview EVALUATION: Plan Overview

Strategic Priority 1: MembershipStrategic Priority 1: Membership Member recruitment, retention, and Member recruitment, retention, and

re-instatement.re-instatement. Maintain and build on excellent Maintain and build on excellent

member services.member services. Outreach to diverse groups within KPA.Outreach to diverse groups within KPA. Make KPA an essential element of Make KPA an essential element of

Kentucky’s culture of psychologists.Kentucky’s culture of psychologists.

2. STRATEGIC PLANNING & 2. STRATEGIC PLANNING & EVALUATION: Plan OverviewEVALUATION: Plan Overview

Strategic Priority 2: AdvocacyStrategic Priority 2: Advocacy Provide effective legislative advocacy for the Provide effective legislative advocacy for the

profession and science at the state level.profession and science at the state level. Provide effective legislative advocacy for the Provide effective legislative advocacy for the

profession and science at the federal level.profession and science at the federal level. Provide support, advocacy, and education for Provide support, advocacy, and education for

practitioners.practitioners. Advocate for the general social welfare, as it relates to Advocate for the general social welfare, as it relates to

the science and profession of psychology.the science and profession of psychology. Increase public understanding of psychology’s unique Increase public understanding of psychology’s unique

strengths and contributions.strengths and contributions. Respond to relevant advocacy issues as they arise.Respond to relevant advocacy issues as they arise.

2. STRATEGIC PLANNING & 2. STRATEGIC PLANNING & EVALUATION: Plan OverviewEVALUATION: Plan Overview

Strategic Priority 3: Strategic Priority 3:

Leadership DevelopmentLeadership Development Develop a culture of leadership Develop a culture of leadership

within KPA. (within KPA. (The Leadership The Leadership Challenge)Challenge)

Provide KPA leadership with sufficient Provide KPA leadership with sufficient training, tools, and support needed training, tools, and support needed to lead the Association.to lead the Association.

““The Leadership Challenge”The Leadership Challenge”

Empirically supported model of Empirically supported model of leadership, developed by James leadership, developed by James Kouzes and Barry Posner. Kouzes and Barry Posner.

““The Leadership Challenge”The Leadership Challenge”

2. STRATEGIC PLANNING & 2. STRATEGIC PLANNING & EVALUATION: Plan OverviewEVALUATION: Plan Overview

Provide opportunities for Provide opportunities for leadership/recognition/involvement leadership/recognition/involvement at local, state, and national levels.at local, state, and national levels.

Conduct KPA activities and Conduct KPA activities and operations according to association operations according to association best practices.best practices.

Conduct regular and ongoing review Conduct regular and ongoing review and revision of the strategic plan.and revision of the strategic plan.

3. FISCAL OVERSIGHT/3. FISCAL OVERSIGHT/RISK MANAGEMENTRISK MANAGEMENT

““Exceptional Boards are proactive in Exceptional Boards are proactive in risk assessment; they engage in risk assessment; they engage in

regular audits, and are attentive and regular audits, and are attentive and inquisitive in financial matters of the inquisitive in financial matters of the Association. They are guided by an Association. They are guided by an

ethos of transparency. “ethos of transparency. “

3. FISCAL OVERSIGHT3. FISCAL OVERSIGHTcont’dcont’d

KPA Board members have KPA Board members have fiduciary responsibility for the fiduciary responsibility for the

Association. Association.

KNOW THE BUDGET…KNOW THE BUDGET…What is the budget process?What is the budget process?

3. FISCAL OVERSIGHT3. FISCAL OVERSIGHTcont’dcont’d

Review Financial Reports.Review Financial Reports. Know the Financial Practices.Know the Financial Practices. ASK QUESTIONS!ASK QUESTIONS! Review Bylaws and policies.Review Bylaws and policies. Transparency, ethics, and the Transparency, ethics, and the

law are guiding principles.law are guiding principles.

3. FISCAL OVERSIGHT3. FISCAL OVERSIGHTcont’dcont’d

Follow best practices:Follow best practices: Directors’ and Officers’ insurance.Directors’ and Officers’ insurance. General liability insurance.General liability insurance. Conflict of interest policy.Conflict of interest policy. Other policies…. (investment, Other policies…. (investment,

records retention and protection, records retention and protection, etc.)etc.)

4. RESOURCE DEVELOPMENT4. RESOURCE DEVELOPMENT

““Exceptional Boards’ Exceptional Boards’ members are highly active, members are highly active,

and generous to their and generous to their Associations with gifts of Associations with gifts of

time, talents, and financial time, talents, and financial resources.” resources.”

4. RESOURCE DEVELOPMENT4. RESOURCE DEVELOPMENTcont’dcont’d

KPA Board members are asked toKPA Board members are asked to Support the KPA Foundation.Support the KPA Foundation. Share their time and skills Share their time and skills

with the Association.with the Association. Attend Board meetings and Attend Board meetings and

functions at their own functions at their own expense.expense.

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENT

““Exceptional Boards are stewards Exceptional Boards are stewards of their Associations. They have of their Associations. They have

a culture of endless learning. a culture of endless learning. Members are loyal to the Members are loyal to the

mission, vision, and values. mission, vision, and values. Board members exercise a duty Board members exercise a duty

of loyalty, duty of care, and a of loyalty, duty of care, and a duty of obedience.”duty of obedience.”

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTcont’dcont’d

Duty of Care - Duty of Care - a level of competence that is a level of competence that is expected of a board member; a expected of a board member; a board member owes the duty to board member owes the duty to exercise reasonable care when exercise reasonable care when

making decisions as a steward of making decisions as a steward of the organization.the organization.

Boardsource (2009)Boardsource (2009)

e.g. know your Board manual!; review meeting e.g. know your Board manual!; review meeting documents in advancedocuments in advance

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTcont’dcont’d

Duty of Loyalty - Duty of Loyalty - a standard of faithfulness; a Board a standard of faithfulness; a Board

member must give undivided allegiance member must give undivided allegiance when making decisions affecting the when making decisions affecting the organization. A Board member can organization. A Board member can never use information obtained as a never use information obtained as a

member for personal gain, but must act member for personal gain, but must act in the best interests of the organization. in the best interests of the organization.

Boardsource ( 2009)Boardsource ( 2009)

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTcont’dcont’d

Duty of ObedienceDuty of ObedienceThis requires Board members to be faithful This requires Board members to be faithful to the organization's mission. They are not to the organization's mission. They are not

permitted to act in a way that is permitted to act in a way that is inconsistent with the Association’s central inconsistent with the Association’s central

goals. A basis for this rule lies in the goals. A basis for this rule lies in the public's trust that the organization will public's trust that the organization will

manage donated funds to fulfill the manage donated funds to fulfill the organization's mission. organization's mission. Boardsource (2009)Boardsource (2009)

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTKPA has a KPA has a working board!working board!

KPA Board Member Expectations:KPA Board Member Expectations: Put Board meetings on your calendar: attend Put Board meetings on your calendar: attend

faithfully and participate fully.faithfully and participate fully. Prepare reports as requested.Prepare reports as requested. Read minutes from last meeting & materials for Read minutes from last meeting & materials for

any upcoming meetings.any upcoming meetings. Review Financial Reports and Budgets.Review Financial Reports and Budgets. RSVP promptly.RSVP promptly. Avoid conflicts of interest .Avoid conflicts of interest .

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTKPA has a KPA has a working board!working board!

KPA Board Member expectations:KPA Board Member expectations: Be an Ambassador for KPA.Be an Ambassador for KPA. Recruit members.Recruit members. Encourage member involvement.Encourage member involvement. Read KPA Publications. Read KPA Publications. Communicate with members and Communicate with members and

relay feedback to staff and Board.relay feedback to staff and Board. Promote and support KPA events.Promote and support KPA events.

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTKPA has a KPA has a working board!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.

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTcont’dcont’d

According to the KPA Board’s 2010 According to the KPA Board’s 2010 assessment:assessment:

““The KPA Board is a team, with a solid The KPA Board is a team, with a solid diversity of skills, knowledge, diversity of skills, knowledge, experience, backgrounds, and experience, backgrounds, and

talent.” 100% of 2010 KPA Board talent.” 100% of 2010 KPA Board members were “satisfied” (46%) or members were “satisfied” (46%) or

“very satisfied” (54%) with their “very satisfied” (54%) with their Board experience.Board experience.

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTcont’dcont’d

The 2011 KPA Board was honored by The 2011 KPA Board was honored by the Center for Nonprofit Excellence the Center for Nonprofit Excellence with the “Art of Governance” Award with the “Art of Governance” Award for “commitment to mission, for “commitment to mission, outstanding level of organizational outstanding level of organizational participation, and investment in the participation, and investment in the organization’s financial health.”organization’s financial health.”

5. BOARD DEVELOPMENT5. BOARD DEVELOPMENTcont’dcont’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.

6. STAFF RELATIONS6. STAFF RELATIONS BOARD sets policy and BOARD sets policy and

is responsible for the is responsible for the health and viability of health and viability of the organization.the organization.

BOARD has fiduciary BOARD has fiduciary responsibility for the responsibility for the finances of the finances of the organization.organization.

STAFF implements STAFF implements policy and maintains policy and maintains the operation and the operation and functioning of the functioning of the organization.organization.

6. Board/Staff Relations6. Board/Staff Relations (how not to do it) (how not to do it)

6. STAFF RELATIONS6. STAFF RELATIONScont’dcont’d

““Exceptional Boards have an Exceptional Boards have an ‘executive partnership’ with their ‘executive partnership’ with their Executive Director, that includes a Executive Director, that includes a culture of high trust, candor, and culture of high trust, candor, and interdependence between Board interdependence between Board and hired leadership. They take and hired leadership. They take seriously their duties to support seriously their duties to support

and evaluate the Executive and evaluate the Executive Director.” Director.”

6. STAFF RELATIONS6. STAFF RELATIONScont’dcont’d

The Board hires the Executive The Board hires the Executive Director.Director.

The Executive Director hires and The Executive Director hires and supervises the staff.supervises the staff.

Board, committee members and Board, committee members and staff work cooperatively and staff work cooperatively and collaboratively for the good of collaboratively for the good of the organization and profession.the organization and profession.

KPA Board Member KPA Board Member Reference PageReference Page

http://www.kpa.org/?page=191

Bookmark this page!Bookmark this page!

FINALLY…FINALLY… Your services on the Board is valued and Your services on the Board is valued and

valuable.valuable.

We want your experience as a Board We want your experience as a Board member to be satisfying and enjoyable.member to be satisfying and enjoyable.

The time, talent, and treasure that you The time, talent, and treasure that you give to KPA is greatly appreciated. give to KPA is greatly appreciated.

Psychologists in Kentucky are fortunate to Psychologists in Kentucky are fortunate to have leaders like you.have leaders like you.

KPA 2014 Board members…KPA 2014 Board members…

Thank you for Thank you for your your

leadership.leadership.