I remember hearing that a training program was being developed for the board, and possibly to be shared with the community. Is there any information as to how this is progressing and a preview of what is contained? Thank you
Chair of Elections Committee, Rick Gray from their September 24th meeting summary, “Discussed the “TORCH” program and informed the committee that we are still looking into this for our election committee for directors and also information for committee members. The board had a meeting with Allen from “TORCH,” and he presented the program to the board. The Board would use this program to help people understand what the RCSC is about and how we function.” # The summary: https://cms.suncityaz.org/media/ijpninqx/2025_09_24-elections-committee-summary.pdf
I think something similar to the TORCH program would be a good start. Has any training been developed for the directors? As in a training program for new directors as well as developmental training for the board members to keep them refreshed as to board member duties, responsibilities and and legal changes they all should be advised of? A comprehensive training program is in dire need for new and returning board members. Every board member should learn their functions and roles from a structured training program not by the seat of your pants.
“…TORCH” program and informed the committee that we are still looking into this for our election committee for directors and also information for committee members. …Board would use this program to help people understand what the RCSC is about and how we function.”
I spoke at another time about how the new directors, after being elected, need specific training to understand how the RCSC functions, the need to grasp how self governance works, their role within the organization and community and a comprehensive plan for learning the most crucial elements of being a board member. There is nothing in place that offers any clue as to how and what being a board member entails. Developing and delivering a truly effective program for the new directors should be a priority for the board and the community. Heck, we even have a new GM and no real organizational structure to offer here so she can make the transition successful.
I have reflected on what training I received on the various boards on which I served. I am sure there was some sit down discussions with the policy books, financials, etc, but I don't remember anything more formal than that. What I found most helpful was the state and national organizations that each one belonged to for their purpose. For example, the hospital belonged to the state and national hospital organizations. Each would have annual conferences with current topics. I attended state, regional and national conferences over the years that I served on various boards. Does RCSC have any affiliation with state or national groups? Are there any available?
Janet, Great question. You may also want to look at Brand X's information for candidates for the board. I found it excellent. John
So who is going to pay for all of this training, junkets and who knows what else. Budget, finance and audit is doing its best to juggle the income the RCSC is receiving to “keep the lights on” while trying to locate additional sources without exorbitant assessment increases, additional fees at closing for future purchasers, etc. if you have any ideas on this topic, let’s hear it and try not to say we have to bring in some sort of expert as it is a complete waste of money. By the way, the monthly income necessary to “keep the lights on” is about $2.3 M and you want expense training sessions, junkets to conferences everywhere. I have been to these things back in day and and all they are reasons to party and attend sessions of little or no value whatsoever. Let’s keep our eye on the real ball.
Training for the board for new directors seems to be a need, not a want. There needs to be a better way to learn how to be an effective board member than flying by the seat of your pants and hoping the information received is correct. I have always believed that good training of employees is worth its weight in gold. It also emphasizes the core values of the company as well as providing essential information to do your job. As new directors come on board, there should be instruction on the workings of the board, the corporation as well as working with a senior population that is the constituent base. Knowing about expectations is essential for a successful transition into the new role of being a director. I feel bringing in a well versed instructor is well suited to meeting the needs and only having the expense for one person. Best case scenario is to have a former board member who is good at relaying information and knowledge is also a great start.
Many times the payback from the expertise of others in the same type of organization far outweighs the costs. Most organizations/businesses have a training/education line item in their budget. I haven't looked closely enough at the RCSC budget to know if one is there. However I know at least one person on the Finance and Budget Committee who is a strong advocate for training for Board members. You are correct that the money to have consultants come in or Directors or management attend seminars can be abused. Since we trust them with the entire budget, we should be able to trust them to make good use of training/education purposes. When I attended conferences, I would have much preferred to sleep in my own bed at home. Smelly rooms at Holiday Inns is not my idea of a good time. However I will admit to having a nice meal, alcohol not included, after a day of attending seminars.
How about establishing an Ad Hoc Committee with those residence who actually served on Boards and develop, through a consensus, an internal training program for new Directors? That wouldn't cost a dime and you would have experienced committee members who served on various types of Boards. I'm sure each Board had its own special idiosyncrasies, but I'm also sure many things were also the same.
In Nebraska where I worked, school districts were required to spend 2% of their budget on professional development. The Board had a separate line item for Board development but it would be much, much less than that. Pretty insignificant, I would say. However, some people are penny wise and pound foolish. Or else they think they know best even though their work history is over a decade old.
