Sherman County School Baseball Schedule Update, March 20
Sherman County School Communication to the Community #24
Boards, Recruitment & Orientation
BLM National Wild Horse & Burro Advisory Board, March 27-28
A board that focuses solely on operations is sure to become a bored board. Over the course of a year, your Board should spend from 50 to 80% of its time focused on the mission of your organization… Cradle the vision of those original founders, adapting to new challenges and conditions, but staying true to the passion for a better world that was at the heart of your organization’s birth. ~Gayle L. Giffords
1. Sherman County School Baseball Schedule Update, March 20
High School Baseball
Tuesday, March 20, 2018 – Sherman vs Union was originally scheduled in Moro, but now has been relocated to Union at 4:00, bus departs at 11:30, class dismissal at 11:20.
2. Sherman County School Communication to the Community #24
3. Belief Systems
If you really believe something to be true, why in the world would you want to change that belief?
When we talk about the power of beliefs, invariably the following question comes up: “If I really believe something is true, how can I deliberately change that belief without betraying myself?”
This is an important question, and an answer would go something like this: “Belief systems are no more fixed and unchangeable than the length of your hair or the quality of your relationship with another person.”
Now, all of us have core beliefs that are so fundamental we might even die for them. Our ideas about family and faith and patriotism may be sacred to us. However, most of our lives are governed by beliefs about who we are and what we can do, or our definition of success or even happiness, that we have – unconsciously – picked up over the years.
If they work for you, if they empower you, make you a better person, and a positive contributor to society, leave them alone! But if they are not working very well, if they cause you to get in your own way, you can change them. Keep in mind, you are the one to make the choice; it is your accountability, and you must weigh the outcomes of the choices you make.
It is important to have beliefs that will support the outcomes you want. Our beliefs become the foundation upon which we build our behaviors and how we interact with the world around us.
And if you aren’t sure what to believe, or where to start, why not read biographies of successful people you admire? How do your beliefs compare to theirs? You don’t need to become a “belief clone” of others, but it will give you a somewhere to start. ~The Pacific Institute
4. Boards, Recruitment & Orientation
The board is at the top of your organizational chart. They are ultimately responsible and accountable for everything the organization does and doesn’t do. They are responsible for providing benefit to the community. They are responsible for monitoring the CEO. They are responsible for determining what is acceptable and/or unacceptable behavior at the organization. They are responsible for ensuring that there are adequate funds to provide that benefit to the community. In all these areas and more, the ultimate buck stops with the board.
There is no more important position in the organization than to sit on the board. We aren’t used to thinking of boards like that, but look at the top of that organizational chart. Look at the bylaws. Look at your state’s laws – in the eyes of the state (and the IRS) the organization IS the board. The board has the prerogative to hire staff or not, but the board is the permanence of the organization – the enduring part.
This is not something to be taken lightly. It is also not the part of the job most boards spend ANY time on! Most boards spend their time reviewing things that have already happened – staff reports, financial reports, committee reports. Most boards spend little time on the area they are chiefly accountable for – providing benefit to the community.
There are lots of different ways to learn HOW to do the job of the board. There are small things, like requiring boards to attend meetings and be prepared for those meetings. And there are big things, like a full scale retooling of all the board’s processes.
But the first step is acknowledging that the board’s job is NOT to review what staff has done, and it’s NOT to spend 30 minutes arguing over a line item that comprises less than 1% of the annual budget.
The primary job of the board is accountability. And if they do that job well, they are doing the whole job.
Recruitment and Orientation. Once your board is focused on ultimate accountability, the next step is to recruit good people to the board. Ironically, boards have spent so much time coddling their boards with words like “they’re just volunteers, we can’t ask them to do that,” that we have failed to realize a critical error in that thinking: A board that is doing its job well is more likely to be excited about that job. And a board that is jazzed about the job is the best recruiting tool of all!
And so we need to have a process for finding those board members who want to do this job. We need a process that allows the best candidates to surface, rather than resigning ourselves to taking what we can get. And unfortunately, in many cases, organizations have better processes for recruiting the janitor than they do for recruiting the folks who are ultimately accountable for the success or failure of the organization!
A recruitment process should mirror the processes we are so used to with employees. First we determine what qualities we are seeking. We create a job description. We advertise the position, use word of mouth, see if there are already good candidates in our midst. We look for a pool of people as applicants, not just accepting the first one who says “yes.” We have them fill out applications. We interview prospects. We check their references.
These are all the things we do when hiring employees. These are also the things a good organization does to recruit its board.
And then, last but certainly not least, we train them. And in strong organizations, that training is ongoing, just as it is with employees. Board members should learn all they can about the organization itself. They should have ongoing training about their job as board member. And they must be trained to understand the financials, as so many of their decisions will have something to do with money.
The End Result. The board is the least understood and most important function in the whole organization. If we look at our boards from this position of strength, recruitment is no longer a chore, but an opportunity. Board meetings are no longer an hour of dread, but a time for moving the organization forward.
And that’s the blessing of a board that understands its role of ultimate accountability. They can make the difference between an organization that is always trying to make it from day to day, vs. an organization that soars. And in the end, that’s not only what’s best for the organization, but what’s best for the community.
—Hildy Gottlieb is President of Help 4 NonProfits & Tribes, and author of the critically acclaimed “Board Recruitment and Orientation: A Step-by-Step, Common Sense Guide.”
5. BLM National Wild Horse & Burro Advisory Board, March 27-28
SALT LAKE CITY, Utah. – The Bureau of Land Management’s National Wild Horse and Burro Advisory Board will meet March 27-28 in Salt Lake City, Utah, to discuss the pressing challenge of wild horse and burro management on public lands and the impacts a growing overpopulation is having on the environment. The meeting will be live-streamed from 8 a.m. to 5 p.m. Mountain Time on Tuesday and 8 a.m. to Noon Mountain Time on Wednesday at http://www.blm.gov/live.
“Healthy wild horses and burros are an important part of our public lands, but without effective management, overpopulation threatens the health of the animals and their habitat,” said Brian Steed, BLM Deputy Director for Programs and Policy. “We look forward to working with the National Wild Horse and Burro Advisory Board to find effective solutions that will help us reach our goal of maintaining healthy wild horses and burros on thriving public rangelands.”
According to the most recent population estimates compiled as of March 1, 2017, the estimated population is about 73,000 wild horses and burros in 10 Western states –a record number since the 1971 Wild Free-Roaming Horses and Burros Act was passed — and almost three times the number the habitat can sustainably support in conjunction with other land uses. Because wild horses and burros have virtually no natural predators on public rangelands, herds grow at an astonishing rate — doubling in size in just 4 or 5 years if not properly managed.
The agenda of the upcoming meeting can be found in the March 13, Federal Register notice. The meeting will be held at the Radisson Hotel Salt Lake Downtown at 215 West South Temple, Salt Lake City, Utah 84101. The hotel’s phone number is 801-531-7500; its website address is www.radisson.com/salt-lake-city-hotel-ut-84101/utsaltlk for reference.
The public may address the Advisory Board on Tuesday from 3 to 5 p.m. Mountain Time. Individuals who want to make a statement should register in person with the BLM prior to 2:30 p.m. local time, on that same day at the meeting site. Depending on the number of speakers, the Board may limit the length of presentations, set at about three minutes for previous meetings.
Speakers should submit a written copy of their statement to the BLM at the addresses below or bring a copy to the meeting. There will be a webcam present during the entire meeting and individual comments may be recorded. Those who would like to comment but are unable to attend may submit a written statement by March 20 to: U.S. Department of the Interior, Bureau of Land Management, National Wild Horse and Burro Program (WO-260), Attention: Advisory Board, 20 M Street, SE, Room 2134LM, Washington, D.C. 20003. Comments may also be e-mailed by March 20 to the BLM at firstname.lastname@example.org; please include “Advisory Board Comment” in the subject line of the e-mail.
The Advisory Board provides advice and recommendations to the BLM as it carries out its responsibilities under the 1971 Wild Free-Roaming Horses and Burros Act. The law mandates the protection and management of these free-roaming animals in a manner that ensures healthy herds at levels consistent with the land’s capacity to sustainably support them along with other uses of the land.
For additional information regarding the meeting, please contact Dorothea Boothe, Acting Wild Horse and Burro Outreach Specialist, at (202)-912-7654. Individuals who use a telecommunications device for the deaf (TDD) may reach Ms. Boothe during normal business hours by calling the Federal Information Relay Service at 1-800-877-8339.