A how-to manual for running KIS sports clubs. Focused on the day-to-day management of sports clubs, what advisory board members need to know about building strong sports programs and community institutions.

• good management of kIS sports clubs
Benefits of Good Management / The Role of the Advisory Board

• sports club bylaws
Elements of Club Bylaws / Developing Bylaws / Sample Bylaws

• administration and operations
Scheduling / Sample Timeline / Schedule Form to Copy and Complete / Meetings
(Scheduling Meetings, Board Roles, Quorum, Agenda, Voting, Minutes, Sample Agenda, Sample Minutes) / Record Keeping (Maintaining Required Files)

• finances
Developing a Sports Club Budget ( Elements of a Club Budget – Income and, Expenses, Club Bank Account, Keeping Financial Records, Treasurers’ Reports,
Sample Budget, Budget Form to Copy and Complete) / Sports Club Income (Types of Income, Securing All Funds Collected) / Sports Club Expenses (Types of Expenses, Paying Bills, No Conflict of Interest) / KIS’ No Conflict of Interest Policy

• volunteer recruitment and recognition
Recruiting Volunteers / Recognizing the Contributions of Volunteers / Sample Recruitment Materials

• public and community relations
Key Elements / Role of the Advisory Board

• evaluation
Benefits of Evaluation / Types of Evaluations / Advisory Board Roles / Evaluation Forms

• organizational development
Advisory Board Member Training and Recruitment / Fund Raising / Building Coalitions




Good Management of KIS Sports Clubs

The day-to-day management of KIS sports clubs is in the hands of each clubs’ advisory board. Management involves collaborating with schools, parks and other KIS program partners and working with adult volunteers as well as kids. Management involves overseeing club finances, record keeping and reporting. Management also involves communicating with KIS staff, kids, program partners and the community.

Good management by the board results in:

· Maximum numbers of kids being served.
· High levels of parent involvement.
· Sports seasons that include a full schedule of clinics, practices and games, with some contests against other KIS clubs and regular club participation in KIS end-of-season tournaments.
· A strong corps of coaches, with training completed, in place prior to each season.
· Uniforms and equipment available to all participants.
· An active advisory board, coordinators and committees, with all attending necessary meetings and accomplishing assignments.
· Community support for the club – from volunteers to donated snacks.

The advisory board plays several roles in managing a sports club – each critical to the long-term success of the club in its community. The roles include oversight of:

· Administration and Operations
· Finances
· Volunteer Recruitment and Recognition
· Public and Community Relations
· Evaluation
· Organizational Development
Each of these roles is detailed in the following section of the handbook.

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Sports Club Bylaws

Sample Sports Club Bylaws

The purpose of this unincorporated association is to promote a youth amateur sports club in ____________, California and to conduct and organize the activities of such clubs. The association shall be known as "The Sports Club".

OFFICE
The office of the Sports Club shall be at _______________________, California.

DIRECTORS
The Sports Club shall be managed by its "Advisory Board" ("Board"). The board will consist of a minimum of five (5) to nine (9) directors or greater if the board so desires. Four (four) of the directors shall be the four officers of the Sports Club. The officers of the Sports Clubs shall be President, Treasurer and Secretary. Other officers to be designated by majority vote of the board if so desired.

MEETINGS
The board will hold its meetings not less than once a month at in , California or at such other times and places as determined by the board from time to time. All meetings by the board must have at least two (2) officers and one (1) of the remaining directors presents to be a valid meeting for the transaction of business of the Sports Club. A meeting may be called by mailing written notices at least seven (7) days prior to the meeting. Such notices shall be given by the president.

VACANCIES
After one year, the board shall elect, by majority vote, new officers for the position of President, Vice-President, Treasurer and Secretary. A majority vote is required to add new members to the board at any time. Each elected officer and director shall serve for a one year term. At any meeting, any existing officer or director may be removed for any reason by a majority vote of the other directors of the board.

CHECKING ACCOUNT
The Sports Club shall open a checking account in the name of the Sports Club. The Treasurer of the Sports Club shall be solely responsible for administering the account. All checks of the Sports Club shall be signed by the President and Treasurer.

KIDS IN SPORTS LOS ANGELES
No officer, director or member of the Sports Club shall act as agent for, act on behalf or, or raise money on behalf of Kids In Sports of Los Angeles (KIS) or represent any official relationship of KIS except as permitted in writing by KIS

INDEMNIFICATION
Each officer, director and member of the Sports Club shall indemnify each other for any liability resulting from the activities of the indemnifying officer, director or member of the Sports Club.

These bylaws are hereby approved and are in full force and effect as of the date below until canceled by a majority vote of the board.

DATED: _____________________


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Administration and Operations

Board members are responsible for overseeing the administration and operations at their clubs, ensuring that:

· Programs run smoothly.
· The board leads the club.
· The club operates within KIS guidelines and the club’s bylaws.

The key board members on these issues include the president, vice-president and secretary.

The key areas of Administration and Operations include:

· Scheduling
· Meetings
· Record Keeping

Scheduling
KIS recommends that each board use a master calendar or timeline to organize administration and operations in the same way clubs use a master calendar to organize sports seasons on the field (see Part Two of the handbook.)

The master calendar for each club will be unique, depending on that club’s program. The timeline should include the major activities the board must accomplish, dates for start and completion and the key people involved in accomplishing the work.

Meetings

Most advisory board business is conducted during advisory board meetings.

Advisory board meetings are usually held seven to 10 times a year, usually every four to six weeks. Most clubs meet more frequently during the pre-season as there are many decisions to make and activities to accomplish during that time.

Meeting schedules are set by each club. Some clubs set their schedules at the start of each season so that advisory board members know timing well in advance of meeting dates. Other clubs set their next meeting dates at the end of each meeting to accommodate members’ own changing schedules. Whichever system works for your club is acceptable.

Meetings usually are held on site at the club offices, at a time of day or evening convenient for the majority of members. The board will need a table and chairs sufficient to accommodate everyone and may want to serve light refreshments for the group. The sports club secretary usually takes care of arrangements for these meetings.

The president chairs or leads the advisory board meeting. In the presidents’ absence, the vice president chairs the meeting.

All members are expected to attend every advisory board meeting. In order to have an official meeting and to vote on any issue, a quorum or at least half of all board members must be present. If fewer than half are present, the meeting must be canceled and rescheduled.

A KIS staff member serves as an ex-officio member of the board. KIS staff attend all board meetings, although they do not vote, as they are not official members of the board. Other visitors may also choose or be invited to attend. Again, as they are not members, they do not vote.

AGENDA
Before the meeting, the president of the advisory board creates an agenda, a list of topics to be discussed at a sports club board meeting. A good agenda helps keep the meeting on track and on time, particularly if it contains timeframes for discussion of each agenda item.

A copy of the agenda is made available to each board member prior to the meeting, giving them time to review and prepare for discussion of the issues that will be discussed at the meeting, if possible. The secretary of the board can make the agenda available prior to the meeting by email, fax or mail.

A meeting agenda typically includes a review of business conducted at the last meeting, new issues that have arisen since, reports from officers and committee chairs and other topics for discussion. All board members are free to suggest additions to the agenda.

The secretary of the board should maintain a copy of all board meeting agendas in the sports clubs’ files for at least one year.

Sample Sports Club Board Meeting Agenda

Topics include:
KIS and club announcements
Reports from officers
Reports from committee chairs
Old business
New business suggested by advisory board members, parents, etc.

VOTING
At various points during the meeting, the president will ask the board to vote on accepting a proposal, plan or the findings of a report. Members may decide to vote by voice, by show of hands or in writing. Most KIS club boards use this standard voting procedure:

· A voting member makes a motion.
· A voting member seconds the motion.
· Discussion.
· The presidents asks all in favor to cast their vote.
· The president asks all those opposed to cast their vote.
· The president counts the votes.
· Majority wins

MINUTES
Minutes are the official record of your sports club’s board meetings and serve as a reference to all business conducted. Copies of minutes from the previous board meeting should be presented to board members along with a copy of the agenda for the current meeting. This allows board members to review past actions and decisions and can help remind members of issues that need to be discussed or decided during the current meeting. The secretary of the board takes notes during the meeting and records all business conducted. After each board meeting, the secretary finalizes the minutes from that meeting.

A copy of the minutes of each board meeting should be maintained by the secretary for at least one year. A copy will be forwarded to the KIS office by the KIS assistant director of sports clubs who attends your club’s meetings.

Sample Minutes

Record Keeping
KIS is required to collect and maintain a variety of information and records by a variety of agencies and organizations. The various school districts that cooperate with KIS, the county and city of Los Angeles and private funding sources all require accountability, information and full reporting.

Record keeping is one of the most important responsibilities of the board. The president, secretary or other designated member of the advisory board maintains program records. They may be kept in a file cabinet at club headquarters or in a portable file box or other secure container in a mutually agreed-upon location. Records should be maintained for one year, then forwarded to the KIS office for final storage.

Information which must be maintained on file includes:

· A list of all board members and their contact information.
· Copies of minutes of all meetings.
· A list of all coaches and their contact information.
· Coaching training records and copies of all signed KIS Coaches Agreements.
· A list of all committee members and their contact information.
· Participant registration forms, signed and accessible in event of an emergency.
· Bank records (deposits, canceled checks, monthly statements, etc.)
· Receipts and copies of all bills and invoices paid.
· Facility use permits, accessible if needed for verification at facilities.
· A copy of the club’s bylaws.

In addition to record keeping at the club, copies of some records must be forwarded to the KIS office to ensure:

· Availability of uniforms and equipment in time for your season.
· Availability of clinicians, officials and scorekeepers, coaching education instructors and others during your sports programs.
· Accountability to program supporters, partners and KIS.

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Finances

Board members are responsible for finances – from helping prepare a budget for the club, to helping set, collect and account for program fees, to presenting reports on the financial state of the sports club at monthly meetings and more.

Finances essentially consists of:
· Setting and adhering to a budget.
· Collecting registration fees and other income.
· Paying bills and other expenses.

Information on fund raising is discussed below in the section on organizational development.

The sports club president and treasurer are the key leaders on financial issues. They work with the other board members and committees of the board. They also work closely with KIS staff, who provide regular technical support and guidance on sports club finances.

Developing a Sports Club Budget

Each sports club develops a budget to help:

· estimate the funds necessary to support programs.
· finance program priorities.
· control expenses.

The club president and treasurer work together with KIS staff to develop the club budget for the year. Where possible, a budget from the prior year or season can guide development of the current plan.

The income projected from registration is often a starting point for clubs as they develop the “income side” of their budgets. The “expense side” of the budget usually depends on:
· The number and types of sports seasons the club will run.
· The number of kids registered to play.
· Program activities in addition to those supported by KIS, balanced by registration fees and other income.

The goal is to balance the income and expense sides. If projected expenses are higher than projected income from registration, clubs will look at fund raising activities to fill the gap.

Each KIS club maintains a checking account at a local bank branch. Funds collected through registration and other fund raising activities are deposited into this account. The treasurer can get all authorization letters and identification numbers necessary to open an account from their KIS assistant director of sports clubs.

The sports clubs’ treasurer maintains the account, accurately recording all deposits and withdrawals and verifying them against monthly bank statements. This financial record can be kept on a computer program or in a handwritten ledger.

Good fiscal management ensures that club expenses are properly charged and recorded. The treasurer and president must both sign off on all checks or other disbursements from the club’s funds. Two members of the same family are not permitted to handle financial accounts at the same club. In cases where the president and treasurer are members of the same family, special arrangements must be made with the assistance of your KIS assistant director of sports clubs.

All financial records must be kept current and must be made available upon the request of KIS staff. Records to keep include:

· Copies of all bills, invoices and other items paid.
· Copies of all deposits to the KIS account.
· Copies of all cancelled checks, bank statements and other bank records.
· Copies of registration forms to help balance accounts.

Sports club financial records are usually maintained by the club’s treasurer. They may be kept in a file cabinet at club headquarters if space permits, or in a portable file box or other secure container by the club treasurer.

The club’s treasurer prepares a report on club finances, presented at each advisory board meeting. Generally, the treasurer’s report includes the latest information on income from fees and other sources, expenditures, bank account balances and how the club is doing relative to its budget.

Sports Club Income

Most clubs collect thousands of dollars in income each year from a variety of sources, including:
· Registration fees.
· Snack bar sales.
· Sales of T-shirts and other team items.
· Proceeds of fund raising events.

The role of the board – particularly the treasurer – is to ensure the security of all funds, proper receipt and deposit of all income.

Fees and income may be received in the form of cash or checks made out to the sports club. To secure all funds, KIS strongly advises same-day or next-day deposit of all funds earmarked for KIS. Immediate deposit is necessary to prevent the possibility of loss or theft of a club’s resources.

The club treasurer or a member of the club’s registration committee should be present to oversee the process of registration fee collection. All registration fees should be placed in a secure cash box and must be deposited in the club’s account on the same or next business day.

Each participants’ registration form should be marked “paid” as fees are collected, with a note of the check number or “cash,” the date and initials of the person who received the fee for the club written on the form.
Sample registration form marked “paid”, date, check number and “KC” initials.

Parent volunteers and others staffing club snack bars should place all money in a secure cash box. Again, funds must be deposited in the club’s account on the same or next business day.

Coordinators and other volunteers who receive funds for team T-shirts, photos and other items for sale should similarly place all money in a secure cash box and arrange for funds to be deposited in the club’s account on the same or next business day. Those receiving funds should note the amounts, dates and sources from which the money is received.

Generally, receipts are not prepared for snack bar sales or sales of items like T-shirts, team photos and such.

Income recorded by the club should be reconciled each month through bank statements, deposit slips and income receipts. The club treasurer reports on these and other items at each board meeting.

Sports Club Expenses
While KIS provides most of what clubs need to run their programs, there are other costs of running a sports club. Types of expenses include:

· Facility use and permit fees.
· Storage facility rental for uniforms and equipment.
· Scholarships so more kids can participate regardless of financial ability.
· Participant trophies, team photos and
· Trophies, team photos and other recognition items for participants as well as volunteers.
· End-of-season banquets.
· First-aid kits, water and other supplies.
· Equipment rental (portable toilets, water coolers, etc.)
· Costs of refreshments and other supplies for snack bars, board meetings, parent workshops, etc.
· Fees for transportation to games or club-sponsored field trips.
· Entry fees to participate in non-KIS tournaments and competitions.
· Copying and the cost of other general public and community relations.
· Paper and other general office supplies.

Some larger club budgets also include a small stipend each season for the club’s sports and GIRLS coordinators.

Clubs may incur expenses for uniforms and equipment to serve more kids than anticipated in their budgets and plans presented to KIS. KIS generally provides funds to cover the costs of facilities as well as referees and officials during the proscribed 11-week period. If a club chooses to extend their season beyond this period, the club should be prepared to cover the cost of additional referee and officials services and any additional facility fees that might be charged. These expenses should be discussed with KIS staff before they are incurred.

The board must vote to approve any purchases the club is considering – from items for sale at the snack bar to rental of a van or bus to take kids to matches or tournaments. For expensive items, KIS suggests that club leaders obtain three price quotes before a decision is made to go with a particular product or vendor.

KIS’ conflict of interest policy prohibits the purchase of goods or services from companies or sources owned or controlled by any advisory board member or member of their family. If such a purchase is proposed, the family connection must be made clear to members of the board and the board member in question may not vote on the decision. Evidence in the form of written price quotes from other sources must demonstrate that the board member’s source is offering the club the best price for comparable materials or services. Copy of conflict of interest policy.

Sample of Conflict of Interest Policy

The standard of behavior at the (name) Sports Club is that all staff, volunteers, and board members scrupulously avoid any conflict of interest between the interests of the (name) Sports Club on one hand, and personal, professional, and business interests on the other. This includes avoiding actual conflicts of interest as well as perceptions of conflicts of interest.

I understand that the purposes of this policy are to protect the integrity of the (name) Sports Club’s decision-making process, to enable our constituencies to have confidence in our integrity, and to protect the integrity and reputation of volunteers, staff and board members.

Upon or before elections, hiring or appointment, I will make a full, written disclosure of interests, relationships, and holding that could potentially result in a conflict of interest. This written disclosure will be kept on file and I will update it as appropriate.

In the course of meetings or activities, I will disclose any interests in a transaction or decision where I (including my business or other non-profit affiliation), my family and/or my significant other, employer, or close associates will receive a benefit or gain. I understand that I will be asked to leave the room for the discussion and will not be permitted to vote on the question.

I understand that this policy is meant to be a supplement to good judgement, and I will respect its spirit as well as its wording.

Signed:

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Volunteer Recruitment and Recognition

All advisory board members work together in the pre-season to build the team of adult volunteers to help run the club’s upcoming sports season. Members of the advisory board involved in volunteer recruitment may ask participants’ parents, school and parks personnel, their friends and families to work as coaches, coordinators, team parents and committee members.

Club volunteers already participating in the programs can help spread the word – and the flyers – at their schools and parks, at their churches and temples, supermarkets and community centers. KIS’ Volunteer Services Coordinator assists on-site to help clubs design and copy recruitment materials and arrange opportunities to promote the role of volunteers in the program.

Members work together during the post-season to recognize the work of volunteers who have made a special difference for their kids and communities. Volunteer recognition lets every volunteer know the impact of their work and how much they are appreciated. Recognition is as simple as regularly thanking volunteers in person at meetings, games and other gatherings. The president and other members of the board also may send a written note of thanks to volunteers after events or other instances where a volunteer has made a difference.

More formal types of recognition include public recognition at end-of-season banquets and other celebrations. Volunteers may be listed if the club has a written program for such an event or asked to “take a bow” in front of attendees. If the club has a newsletter, volunteers may be recognized with a mention. Some clubs offer small tokens of appreciation as well, such as T-shirts, sports gear or other items.

Volunteer Timesheets – sample SHOULD ALSO BE MENTIONED IN TEXT. WHAT IS THIS?? ARE VOLS ASKED TO TRACK TIME?


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Public and Community Relations

Each KIS club plays an important role in its community. In addition to the work of running the club and various sports seasons, the board also has a responsibility to make sure the public and the local community are connected with the club and that the club is acknowledged as an important part of community life. Good public and community relations ensures that:

· Kids are aware of the club and sign-up for programs.
· Parents and other adults know about volunteer opportunities at the club.
· Members of the community know what the program offers and how they can contribute support.

Public and community relations does not have to be a complicated or costly endeavor. Some key elements include:

· Banners and other materials that identify club headquarters and announce registration. KIS can help clubs create and obtain banners and work with their host sites to arrange for display.

· Flyers and other materials that announce registration, volunteer opportunities and other club activities. Some sample flyers are included in this handbook. Members with access to computers and copying machines can create their own versions.

All board members can help publicize the club. Some boards have formed PR committees to help and others have designated one or two members to speak about the club to the public at school, religious and other community meetings.

Some clubs also have created simple one- or two-page newsletters, produced once each season, to keep all participants informed about club activities. The newsletters announce league schedules, practices, meetings and other news and events of interest to all involved with the club.

Should your club decide to publish a newsletter, be aware that newsletters must carry the KIS logo and accurately describe the club and its activities. KIS staff can help your club prepare a newsletter, and should review copies before they are made available to the public.

Some clubs have created simple announcements and advertisements to publicize the upcoming season. Clubs have placed these in community papers, distributed widely and often free to the public, and in local “pennysaver” magazines, available free at most supermarkets and news racks. Some clubs have even had ads created for their local access cable stations. KIS staff can help your club prepare announcements and advertisements, and should review copies before they are made available to the public.

KIS staff can help your club prepare information for the media and make contact with newspapers, cable outlets and other media in your community. It is very important that all press coverage of KIS deliver a consistent and accurate message. For this reason, KIS prefers to coordinate press coverage and KIS staff must review and approve all materials before they are sent to the media.


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Evaluation

Program evaluation provides critical information on:

· The experience of participants in each sport – players, coaches, and parents.
· What was most successful in the program and what the needs of the future look like.

Generally, KIS evaluates programs based on survey results and direct feedback from KIS’ young athletes, their parents and teachers, coaches and officials. This input from participants ensures that the club’s programs are community-centered and address the needs of the people it serves. Evaluation results are used to help plan – and improve – future programs.

All board members are key in these activities and work very closely with KIS staff, helping gather and record information and to interpret the results.

The major types of evaluation for KIS include:
· Player evaluations conducted at the end of each season by participants.
· Coaching evaluations conducted by advisory board members through conversations with coaches, kids and parents throughout each season.
· GIRLS’ Program progress reports completed quarterly by clubs’ GIRLS coordinators.
· Officials evaluation completed each season by the KIS officials’ coordinator.
· Overall evaluation completed each season by KIS staff based on site visits and conversations with advisory board members, participants, parents, coaches and others .

KIS also conducts special evaluations in partnership with university and other researchers. Special evaluation projects have looked at the effect of participation on kids’ educational experience and at the health impact of participation.

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Organizational Development

Board members are responsible for the organizational development of their clubs, ensuring that the club has community-based leadership and resources to carry on its work and grow in the future. Organizational development ensures:

· New advisory board members and other volunteers are consistently identified and recruited.
· The club has the financial resources to sustain and grow its program.
· The club has strong relationships with other community organizations that serve youth and the mission of Kids In Sports.

All board members are involved in this work.

The key areas of Organizational Development include:

· Advisory Board Member Training and Recruitment
· Fund Raising
· Building Coalitions

Recruiting and Training Advisory Board Members
In addition to the day-to-day work of running their sports clubs, each advisory board must keep building its own ranks and ensure there is a “leadership pipeline” to take the program into the future.

Members know better than anyone the skills and commitment it takes to do the job, and are often best-suited to help recruit new members. Some clubs also form recruitment committees to maintain a search process for new members.

A good place to look for potential advisory board members is within the existing sports club volunteer base. These are people who are familiar with the program and already have a commitment to the club. The president and other advisory board members can identify potential candidates and talk with them to see if they have an interest and the time to participate. Other sources for potential members include parents and older relatives of participants as well as administrators and other staff at the schools and parks that host your sports club. Many schools and parks have volunteer banks and will work with KIS clubs to identify and recruit volunteers to help lead the program. When necessary, KIS staff are available to assist clubs in identifying individuals who might serve as advisory board members.

Once new members are identified, they must learn about how the club operates and their roles in making it all happen. This handbook can be one tool to help orient and train new members. New members may find it helpful to speak with the club president and other members to lean about how the program and the club operate. In addition, KIS staff and other experts conduct an annual advisory board orientation session for new members, with most veteran members attending to learn what’s new and brush up on their skills. KIS staff also provides ongoing technical assistance to all sports club advisory boards to advise them of new features in programming, new policies and the like.

Fund Raising
A key role of each club’s advisory board is to ensure adequate funding for successful sports programs. A key role is also to help your club build community-based resources for their future. To accomplish these, all advisory board members commit to help with fund raising.

All clubs raise funds through charges for registration fees. Even with KIS’ low fees, 75, 100 and more children per season generate thousands of dollars in income to clubs each year.

While many clubs raise adequate funds through registration, KIS sports clubs also generate income from other sources. For example, clubs raise funds through the sale of items from snack bars set up at practices and games. Club leaders purchase items in bulk at low cost from warehouse or discount stores and sell them for slightly higher prices at their snack bars. Parent volunteers and club leaders can staff the snack bars, collect and account for funds, inventory and store snack items. KIS recommends purchasing healthful snacks that are low in fat and salt – pretzels instead of salty chips, for example, raisins instead of fat-laden candies, water and juice instead of sugary sodas. While fresh fruits and vegetables are the ideal snacks for active kids, these require special storage (refrigeration) and may – unfortunately – be less inviting to young snackers. Clubs can experiment with different types of snacks to find their own “best sellers.”

Many clubs have been successful in securing funds by tapping resources in their local communities. Clubs have successfully raised local funds through:
· Car washes – at the club or other site with access to water, get soap, buckets, brushes and towels donated and volunteers to help scrub. The club charges a few dollars and keeps the proceeds (minus any amounts for purchase of any of the above items.)
· T-shirts, team photos and other club items for sale – purchased by the club for a few dollars each, items are sold for a few dollars more. The club keeps the difference.
· Benefit sports contests – teachers versus parents, coaches versus coaches, All-Star events and the like draw fans and families. The club charges admission and can run a snack bar – including T-shirts and other items for sale – and keep the proceeds.

These resources include individuals as well as businesses willing to contribute to the work of the club. In addition to covering the costs of activities, this kind of fund raising is an important way for clubs to gain recognition and support from their local communities.

As clubs are sponsored by KIS and are not independent non-profit organizations in their own right, clubs must first check with KIS staff before they decide to approach local companies. If necessary, clubs may use KIS’ non-profit status to enable the process.

In addition to funds, many clubs have been successful in securing donated items or services from individuals and local businesses. Some clubs:
· Have gotten local stores to donate snacks or other items.
· Have gotten local banks and other businesses to donate services like photocopying, sports teams to donate tickets to raffle off.
· Have gotten individuals to volunteer services from accounting to laundering uniforms.
This kind of support is also important to clubs, as it allows so many to give something and add their support to the work of the club.

Building Coalitions
KIS clubs are already coalitions – partnerships between KIS, schools and parks and volunteers like yourself. Each partner provides an essential element of the program and all work in concert to combine resources and deliver programs to kids.

This partnership is important to the future of the club and a key to generating the high level of community support the program requires. Building coalitions also can help KIS clubs deliver a wider range of additionally-needed services to kids in their communities, from help with homework or family issues to access to health care.

KIS clubs build coalitions with a variety of community institutions and organizations, including the schools and parks that host their club sites. Schools are important sources of volunteer involvement by parents and school personnel. Partnerships with schools also can help clubs arrange tutoring or other academic enrichment opportunities. Local parks also are good links to adult volunteers and to other sports and recreation opportunities for kids with “nothing to do” after school and on weekends.

In addition to local schools and parks, KIS clubs have formed coalitions with:
· Local colleges to provide access to facilities, student and faculty volunteers.
· Health care organizations that provide information and access to local residents.
· Local recreation centers to provide facilities and additional recreation programming.
· Other after-school program providers, from tutoring services to fitness classes.

Building coalitions takes planning and management to ensure all partners understand each others’ missions, operating guidelines and capacities. Partners need to work together to specify roles and responsibilities and avoid duplication of effort. Your clubs’ advisory board may want to invite leaders from partnering organizations to attend board and organizing meetings, and your clubs’ board may want to designate a member to serve as liaison between the partners. Partnerships requiring signed agreements must first be approved by KIS.


Resources

Books/Manuals:

Action Handbook for Boards
1995 Support Center for Non-Profit Management/National Minority AIDS Council

The Board Manual Workbook: For effective Boardsmanship and the Development of an Orientation Manual.
Reproduced from Volunteer Consultants, Gretchen E. Stringer, C.A.V.S., Clarence, NY 14301, 1982

Managing a Non-Profit Organization in the Twenty-First Century

By Thomas Wolf, 1999
Simon & Schuster

On Your Mark, Get Set, Go! Guidelines for Starting an AAF-Chartered Sports Club
Amateur Athletic Foundation of Los Angeles, 1991.

10 Minutes to Better Board Meetings
Planned Parenthood Federation of America, Western Region Office

Organizations:

Amateur Athletic Foundation of Los Angeles
2141 W. Adams Boulevard
Los Angeles, CA 90018
323/730-9696
website: www.aafla.org

Center for Non-Profit Management
606 S. Olive, Suite 2450
Los Angeles, CA 90014
213/623-7080
website: www.cnmsocal.org

Add – national center for non-profit boards??

Keys to Presenting an Effective Report

When giving a report to the board:

· Begin with a simple statement of the background of the issue and your findings, activities or proposal;
· List all findings without editorializing;
· Explain what is significant to the organization about your findings;
· Give an example to make your point concrete;
· Ask for questions;
· If your report calls for action, purpose the action;
· Explain to the group what would be changed or improved if your proposal were accepted;
· Explain to the group the parameters of your proposal, who would need to be involved, what would the time/dollar costs be;
· Summarize;
· If appropriate, make a resolution for action – draft the resolution ahead of time.

Agenda: Key to an Effective Meeting

Take into the consideration the following points when creating a meeting agenda:
· Make certain that all items are appropriate concerns for the board level;
· Make certain that all action items have been thoroughly researched with summarized supporting data, committee findings, options and recommendations mailed prior to the meeting;
· Be realistic and make the agenda manageable by not adding more items than the meeting can reasonably consider – some items may need to be held over;
· In dealing with agenda items requiring action, allow sufficient time for discussion to allow for opposing points of view, clarification of ideas and expression of personal viewpoints;
· If an item needs mental energy and fresh ideas, put it near the beginning of the agenda;
· Don’t dwell too long on trivial but urgent items, put a time limit on such agenda items and stick to it;
· Identify each items “For Discussion,” “Information Only,” or “For Decision,” as appropriate;
· If an issue is potentially divisive, consider placing it between less controversial issues;
· Urgent items come before those that can wait;
· For each agenda item, list the person who is responsible for introducing the subject;
· End the meeting with a unifying item

Stimulating Discussion
1. Ask for feelings and opinions
· How do you feel about…
· What is your thinking on…
· What is your reaction…

2. Paraphrase what someone has said
· Let me see if I understand your position. You are proposing…
· Do you mean that…

3. Ask for a summary
· A lot of good ideas have been presented. Will someone summarize what we have said so far?

4. Ask for clarification

5. Ask for examples

6. Make sure the idea is expressed in detail
· What are some other ways to look at this?
· What would you add to what has been said?

7. Suggest a procedure for discussion
· Shall we go around the table to see how you feel…
· Would it help to rank order these suggestions?

8. Be supportive

9. Confront differences
· Mary, you haven’t said so, but I don’t think you agree.

10. Look into the future
· If this doesn’t work, what will we lose?

Handling Meeting Conflict

· Ensure that disagreement is expressed sensitively;
· Disagree with the idea, don’t criticize the individual;
· Respond to disagreement with a spirit of inquiry – ask for clarification or examples;
· Focus on commonalties – point out similarities between individual perspectives and build the group on those;
· Separate personalities from ideas;
· Ask two people who most oppose each other to sit down together and work out a common approach;
· Humor is an effective means of reducing tension;
· If the board is deeply divided, postpone decision-making and appoint a task force composed of all factions to work on a proposal for the board.

Handling Difficult Meeting Situations

· A person who wants to dominate the discussion
Use direct questions to draw out other participants. If nothing else is effective, a private chat with the individual during a coffee break may help.

· A person who wants to argue
Such a person irritates the group and hostility may be expressed or the group may come to a temporary silence. Use direct questions to other participants as a means of maintaining the balance. It may be necessary to use be very direct, pointing out that the quibbling is interrupting the progress of the meeting and is a waste of valuable time.

· A person who starts another meeting with neighbors
This becomes a problem when it is prolonged. One technique is to invite the individual to share with everyone what is being said. Another way to handle the situation is simply be quiet and look at the offending person.

· A person who is timid or lacking in self-confidence
Whether such a person feels uncertain because of inexperience or is simply unwilling to speak due to fear of embarrassment, ask a question in an area where the reluctant individual can speak with conviction.

· Handling touchy subjects
Anticipate what touchy subjects may arise and face them squarely. If they are not truly pertinent to the subject under discussion, point that out, referring to the objectives of the meeting. If they are pertinent, remain neutral, insisting on an objective consideration of the question.

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