national annual general meeting

Transcription

American Youth Soccer Organization
NAGM Proxy & Voting Information
NATIONAL
ANNUAL
GENERAL
MEETING
2016 NAGM Protocols
Proposed Amendments Information
INCLUDED
Candidates for National
Board of Directors
Candidates for
National President
May 27-29, 2016 Chicago, IL
INFORMATION
BOOKLET
A M E R I C A N YO U T H
N AT I O N A L
S O C C E R
A N N UA L
O R G A N I Z AT I O N
G E N E R A L
M E E T I N G
DEAR EXECUTIVE MEMBERS,
Dear Executive Members,
The National Annual General Meeting (NAGM) serves as an opportunity
for our members to make important decisions on the future direction
of AYSO. To help you make informed decisions, AYSO National
President, Mark Stewart (Chair of the NAGM pursuant to AYSO
Bylaws), instructed the National Office to compile this booklet, which
contains two proposed changes to AYSO’s governing documents,
the National Board of Director and President Candidates’ statements
and biographies, and voting and proxy information.
We trust you will find this booklet a helpful tool as you prepare for
the 2016 NAGM.
We look forward to seeing all of you in Chicago!
MICHAEL HOYER
AYSO ACTING NATIONAL EXECUTIVE DIRECTOR
2
2016 NAGM INFORMATION BOOKLET
TABLE OF CONTENTS
Proposed Amendments Information Voter Registration Deadlines 4
5
6
2016 NAGM Protocols 8
Proposed Amendment to the National Bylaws Bylaw #1 – Formally requires Areas to have certain board positions
15
15
Bylaw #2 – Allow Regional Commissioners of the largest 20% of chartered 1 7
Regions to have two votes at meetings of the Executive Members
Questions for Candidates
20
Margie Close (NBOD)
22
Bill Hummell (NBOD)
24
Charlie Johnson (NBOD)
26
Michael Karon (NBOD)
28
Dave Oram (NBOD)
30
Jeffrey Stern (NBOD)
32
Eileen Tabert (NBOD)
34
Carolyn Taylor (NBOD)
36
Matthew Winegar (NBOD)
38
Janet Braun (National President)
40
Mark Stewart (National President)
42
FY 2016 Budget Information
44
3
TO:
All Executive Members
FROM:
Michael W. Hoyer, Acting National Executive Director
SUBJECT:
Meeting and Voting Information and Proposed Amendments to AYSO’s National
Bylaws
Included on the following pages are the 2016 NAGM Protocols, the NAGM Proxy and
Voting Information Notice, information regarding the two proposed amendments to the
AYSO National Bylaws, information regarding the National President and National Board
of Directors candidates; and information concerning the FY 2016 Budget for your
consideration prior to the 2016 NAGM.
There are no proposed amendments to the National Rules and Regulations.
A presentation of the proposed amendments and an opportunity for questions and
discussion with the proponents is scheduled for the Proposed Amendments Review on
Friday, May 27, 2016 from 2:00 p.m. – 3:30 p.m. (CDT).
All executive members and other delegates are encouraged to review and consider the
proposed amendments, the 2016 NAGM Protocols and the Proxy and Voting Information
Notice and Instructions, which will allow for effective consideration of the proposed
amendments and voting at the 2016 NAGM in Chicago, Illinois.
Voting on the proposed amendments and elections for the National Board of Directors
and National President takes place during the 2016 NAGM at the annual business
meeting of members (the “Business Meeting”) on Saturday, May 28, 2016 beginning at
1:00 p.m. (CDT). Proxy forms have been mailed to all Executive Members. In case of
a lost or misplaced proxy, the proxy form is available for downloading at
http://aysonagm.org, along with the “NAGM Proxy and Voting Information” Notice
section of this Booklet.
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NAGM 2016
Voter Registration Dates and Times
for All Executive Members and Proxy Holders
(Registration required to vote at Saturday Business Meeting)
Friday
May 27
10:00 a.m. – 1:00 p.m.
2:00 p.m. – 7:00 p.m
Saturday
7:00 a.m. – 10:30 a.m.
May 28
5
IMPORTANT NOTICE
The American Youth Soccer Organization (“AYSO”) will hold its National Annual General Meeting this year
from May 27 to May 29, 2016 (the “NAGM”), with the annual business meeting session beginning at 1:00 p.m.
(CDT) on Saturday, May 28, 2016 (the “Business Meeting”). Each currently registered, in term executive member
(“EM”) of AYSO (i.e., each Regional Commissioner of a chartered Region, Area Director, Section Director and
member of the National Board of Directors) is entitled to vote at the Business Meeting in person or by proxy.
As explained in this notice, an EM may vote: (1) in person; (2) by submitting a “pre-cast proxy/absentee
ballot” in advance; or (3) by submitting a discretionary proxy authorizing another person to vote for him/her.
A proxy form (the “Proxy Form”) is provided for EMs who cannot attend the NAGM but who would like to
exercise their voting rights at the NAGM by proxy. An EM may use the Proxy Form to either: (1) vote in advance
by submitting a proxy as explained in “Pre-cast Proxy/Absentee Ballot” sections in this notice (a “Pre-cast
Proxy/Absentee Ballot”); or (2) appoint another person as the EM’s designated proxy holder (“DPH”) to vote
and act for him/her at the NAGM (a “Discretionary Proxy”). The Proxy Form must be signed by the EM and
submitted by one of the delivery methods set forth below.
1.
An EM may send his or her completed Proxy Form in advance of the NAGM by mail, email or fax to the
addresses specified below, however, the Proxy Form must be received by 5 : 0 0 p . m . ( P D T ) Monday,
May 23, 2016 (if sent by mail) OR by 11:59 p.m. (PDT) on Monday, May 23, 2016 (if sent by email or fax).
The National Office will not be held responsible for lost, delayed or misdirected mail.
By Mail:
By Email:
By Fax:
2
NAGM Proxy, American Youth Soccer Organization, 19750 South Vermont
Avenue, Suite 200, Torrance, CA 90502 (Due by 5:00 p.m. (PDT) Monday,
May 23, 2016)
Proxy@ayso.org (Due by 11:59 p.m. (PDT) on Monday, May 23, 2016)
(310) 525-1155 (Due by 11:59 p.m. (PDT) on Monday, May 23, 2016)
The National Office will make arrangements for an onsite computer kiosk station with printer so that an EM
may email a Proxy Form to his/her DPH, and to provide the DPH with the ability to log into a personal email
account to retrieve and print a Proxy Form. It is the responsibility of any EM submitting a Proxy Form after
the deadlines listed above to identify his/her DPH and to arrange for the Proxy Form to be registered at the
NAGM by 10:30 a.m. (CDT) on Saturday May 28, 2016. The National Office will not accept any Proxy Forms
by mail, email or fax after the May 23, 2016 deadline described above.
Mandatory Voter Registration at NAGM (for ALL Executive Members and Designated Proxy Holders)
•
Every EM and DPH who attends the NAGM must register at the “Voter & Proxy Registration Desk”
(each a “Registered Delegate”) at the NAGM by 1 0 :30 a.m. ( C D T ) on Saturday, May 28, 2016, in order
to be admitted to the Business Meeting and be eligible to participate and vote. EMs and DPHs who do
not register by that time will not be admitted to the floor of the Business Meeting nor be allowed to vote.
•
No EM, DPH or Pre-cast Proxy/Absentee Ballot may be registered after the deadline – Saturday, May 28,
2016 1 0 : 3 0 a . m . (CDT) (National Bylaw 3.14)
Pre-cast Proxy/Absentee Ballot – There is no requirement to register your proxy at the NAGM if: (1) you
submit a Proxy Form to the National Office by the above deadline in which you choose the option to have
your proxy be voted “Only as Indicated” and you do not identify a DPH; (2) you do not attend the NAGM;
and (3) no one attends in your place as a DPH. Your pre-cast proxy will be treated as an “absentee ballot.”
The voted Proxy Form is also referred to as a “Pre-cast Proxy/Absentee Ballot” and is described further in
this notice. If you choose to vote your proxy as “Only as Indicated” but you also designate an individual as
your DPH, your proxy will be treated as a Pre- cast Proxy/Absentee Ballot and your DPH will not be permitted
to vote at the Business Meeting except for the limited matters described in the “Instructions and Information”
section on the following page.
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Voter & Proxy Registration Desk at NAGM – Voter registration is required for all EMs and DPHs in order to
be able to participate and vote at the Business Meeting. Unless a Proxy Form was previously submitted to
the National Office as described above, the Proxy Form, including a Pre-cast Proxy/Absentee Ballot, must be
registered at the NAGM in order to be valid for the NAGM and Business Meeting. The scheduled hours for voter
and proxy registration are listed below. (See the NAGM meeting agenda on site in Chicago to confirm hours.)
Mandatory Voter & Proxy Registration Dates and Times
Friday
May 27, 2016
10:00 a.m. – 1:00 p.m. (CDT)
2:00 p.m. – 7:00 p.m. (CDT)
May 28, 2016
7:00 a.m. – 10:30 a.m. (CDT)
Saturday
7
INSTRUCTIONS & INFORMATION
REGARDING COMPLETING THE PROXY
When completing the proxy, please check one of the two boxes in the voting instruction section (at the middle
of the page). As an executive member (“EM”) you may choose either: (1) to require that your votes are cast
“Only as Indicated” in the Proxy Form (a “Pre-cast Proxy/Absentee Ballot”); or (2) to authorize your designated
proxy holder (“DPH”) to follow any written or oral instructions you may give him/her and to use his/her
discretion on additions and/or changes submitted during the NAGM or the NAGM Business Meeting session on
Saturday, May 28, 2016 (a “Discretionary Proxy”). If you do not check one of the two boxes in the Proxy Form,
votes will be cast under the second option that gives your DPH discretion.
ONLY AS INDICATED (PRE-CAST PROXY/ABSENTEE BALLOT). If you indicate that your votes are to be
cast ONLY AS INDICATED, your proxy will be treated as a “Pre-cast Proxy/Absentee Ballot” for ALL items
covered in the proxy, even if you do not indicate a vote for one or more items on the Proxy Form, and the
following statements shall apply:
•
If a vote is not indicated for an item on the Proxy Form, such item will be treated as an abstention .
•
If a “friendly amendment” is offered from the floor of the Business Meeting and accepted by the
author of the initial proposed amendment, your vote will be counted as you indicated in your Proxy
Form. As detailed in the “2016 NAGM Protocols” included in the 2016 NAGM INFORMATION
BOOKLET, a friendly amendment may not materially alter the scope or impact of the amendment as
initially proposed to the membership for consideration.
•
You are not required to appoint a DPH. If you appoint a DPH, the voting portion of the Proxy Form
will not be given back to your DPH when he/she registers the proxy at the NAGM Voter & Proxy
Registration Desk. Therefore, since your Proxy Form will be treated as a Pre-cast Proxy/Absentee
Ballot, your DPH will NOT have any authority to vote or act in your place for any matters presented
for action at the NAGM or Business Meeting. Your DPH, however, will have authority to participate as
a Registered Delegate on the floor of the NAGM Business Meeting with respect to all matters other
than voting or acting on items presented for action.
PROXY HOLDER DISCRETION (DISCRETIONARY PROXY). If you authorize your DPH to use discretion
regarding voting, then your DPH will have the right to vote on your behalf on any matter listed in the preprinted proxy and on any other business matter brought before the NAGM or Business Meeting for action, and
the following statements also shall apply. As previously noted, this is referred to as a “Discretionary Proxy.”
•
The voting portion of the Proxy Form (bottom half) will be given to your DPH when he/she registers
at the NAGM Voter & Proxy Registration Desk, so that your DPH will have any vote indications or
instructions that you may have noted on the Proxy Form.
•
For any matter that is listed in your Proxy Form for a vote, you may provide your DPH with any
written or oral instructions you wish your DPH to consider when voting on the matter during the
NAGM Business Meeting. Your DPH has authority to vote on friendly amendments.
•
As to any matter listed in the Proxy Form for which you have elected not to provide any instructions
directly to your DPH, you are authorizing your DPH to use his/her discretion to vote on your behalf as
he/she believes is appropriate; this authority includes voting not only for friendly amendments, but
also for material amendments that are treated as new proposed amendments.
•
For any voting item that is not listed in your Proxy Form (including any business matter brought
before the NAGM Business Meeting that is not identified in the pre-printed Proxy Form), you are
authorizing your DPH to use his/her discretion to vote on your behalf as he/she believes is appropriate.
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2016 NAGM PROTOCOLS
These Protocols govern the conduct of the proceedings related to the 2016 National Annual
General Meeting (“NAGM ”) of the American Youth Soccer Organization (“AYSO” or the
“Organization ”), including the annual business meeting session scheduled to begin at 1:00
p.m. (CDT) on Saturday, May 28, 2016 (the “Business Meeting”). They are prepared to make
certain that the Business Meeting and all other sessions of the NAGM are conducted in a
professional manner that enables the Executive Members and other registered delegates to
accurately, efficiently and effectively perform the important business that the Organization must
conduct during its annual business meeting.
In accordance with National Bylaw 3.17, the NAGM, including the Business Meeting, will be
chaired by the National President, Mark Stewart, or by any person who the National President
designates as the meeting chair for all or any part of the meeting. The person acting as the
chair of the meeting is referred to in these Protocols as the “Meeting Chair.”
1.
(a)
Access to the Business Meeting Floor. The following individuals will be permitted
on the floor of the Business Meeting: Executive Members (i.e., Regional
Commissioners of chartered Regions, Area Directors, Section Directors and
members of the National Board of Directors) and designated proxy holders of
Executive Members who have timely registered at the NAGM Voter and Proxy
Registration Desk (“Registered Delegates”); National Office Staff; and any other
individuals as the President or Meeting Chair may authorize (“Authorized
Individuals”); individuals who are not Registered Delegates, National Office staff or
Authorized Individuals, shall not be admitted to participate in the Business Meeting
except as provided below.
If none of the submitters of a proposed amendment to the Bylaws* that was
submitted at least 75 days prior to the Business Meeting is a Registered
Delegate, a member of the National Office staff or Authorized Individual in
attendance and available to speak in favor of the proposed amendment at the
Business Meeting, the Meeting Chair shall grant at least one of the submitters
or an individual representing a submitter (each a “Designated Submitter”) a
temporary right to participate on the floor of the Business Meeting to propose
the amendment and participate in related discussions.
* Note that there was no initially proposed amendment related to the Rules
and Regulations (R&Rs) provided to the membership for consideration in
advance of the 2016 Business Meeting.
2.
Decorum . Each Registered Delegate shall respect the other Registered Delegates
and exhibit behavior that is appropriate for a business meeting. Pursuant to
National Policy Statement 2.12, derogatory comments (written or verbal) directed at
another person are prohibited. Please no booing or cheering while speakers are
addressing the Business Meeting. Violations of this policy will be strictly enforced.
3.
Scope of Friendly Amendments and Treatment of Material Amendments . A “Friendly
Amendment” is a suggested change to a proposed amendment to the Bylaws
provided that such suggested change: (a) is accepted by the submitter(s) of the
proposed Bylaw; and (b) does not materially alter the scope or impact of the
amendment as initially proposed to the membership for consideration (“initially
proposed amendment”), as determined by the Meeting Chair.
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2016 NAGM PROTOCOLS
(a)
For voting purposes, an initially proposed amendment may be modified by a
Friendly Amendment and considered for approval at the Business Meeting
as so modified. If an initially proposed amendment is modified by a Friendly
Amendment at the Business Meeting, votes for or against the initially
proposed amendment in Pre-cast Proxy/Absentee Ballots shall be counted
and treated as votes for or against the initially proposed amendment, as
modified by the Friendly Amendment.
(b)
A suggested change to an initially proposed amendment that materially
alters the scope or impact of the initially proposed amendment (a “Material
Amendment”) will not be considered a Friendly Amendment because it
effectively becomes a new proposed amendment at the Business Meeting
and: (1) its introduction contravenes National Bylaw Sections 10.01(a) and
8.02(a), which require that an amendment be submitted to the National
Office at least 75 days in advance of the Business Meeting; and (2) votes
cast for or against the initially proposed amendment in a Pre-cast
Proxy/Absentee Ballot cannot be considered votes for or against the initially
proposed amendment if its scope has been materially altered. Therefore,
any Material Amendment may only be considered as a separate new
proposed amendment at the Business Meeting, which will be handled in
accordance with the Bylaws as described in paragraph 4 below.
4.
New Proposed Amendment to Bylaws or R&Rs Made at the Business Meeting.
The requirement that a new proposed amendment to the Bylaws be submitted at
least 75 days prior to the Business Meeting may be waived by a vote of threefourths of the Registered Delegates (not including abstentions.) The requirement
that a new proposed amendment to the R&Rs be submitted at least 75 days prior
to the Business Meeting may be waived by a vote of two-thirds of the Registered
Delegates (not including abstentions). Any Registered Delegate who was appointed
by an Executive Member that submitted a Pre-cast Proxy/Absentee Ballot is not
authorized to vote on any such waiver or on any new proposed amendment.
5.
Limited Voice Vote: Favor Written Ballots. No voice vote concerning any proposed
amendment to the Bylaws or R&Rs shall be determinative unless it is unanimous or
unquestionably overwhelming, as determined by the Meeting Chair. A voice vote
that is not unanimous or unquestionably overwhelming may not accurately reflect
the actual votes, which include Discretionary Proxies from persons not physically
present at the Business Meeting (in effect, silent votes.) For example, three
Registered Delegates who hold no Discretionary Proxies and have a collective total
of three votes easily could “out shout” a Registered Delegate who holds 15
Discretionary Proxies. Accordingly, a written ballot shall be used in all cases in
which the voice vote does not meet the criteria stated above. When considering if
a voice vote is unquestionably overwhelming, the Meeting Chair shall consider that
an amendment of the Bylaws requires a “super majority” vote of two-thirds of the
votes of the Registered Delegates and pre-cast proxies/absentee ballots (not
including abstentions) and that an amendment of the R&Rs requires a “simple
majority” vote of more than 50% of the votes of the Registered Delegates and Precast Proxies/Absentee Ballots (not including abstentions.)
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2016 NAGM PROTOCOLS
6.
Nominations During the NAGM. The Meeting Chair will make certain that
Registered Delegates are provided the opportunity to nominate one or more
additional candidates for one of the open Director positions on the National Board of
Directors (also referred to herein as the “NBOD”), and for the National President, as
provided for in National Bylaw Section 4.04(c). The opportunity to nominate additional
candidates for open Director positions on the NBOD shall be given at the
b e g i n n i n g o f t h e Candidate Speeches Session at the NAGM on Friday, May
27, 2016. The opportunity to nominate additional candidates for the National
President shall be given at the Business Meeting after the results of the election of
Directors to the NBOD are known in order to determine who is eligible for nomination
since only members of the NBOD are eligible for election as the National President.
7.
Vote for NBOD Candidates Will Precede the Vote for National President. As
mandated by National Bylaw Section 4.05(b), the election of Directors for the National
Board of Directors shall precede the election of the National President at the
Business Meeting.
8.
Possible Voice Vote for Directors. In the event that the number of
nominated as Directors to the NBOD following closure of nominations
NAGM is equal to the number of open NBOD positions, the Meeting
choose, but is not required, to conduct a voice vote among the
Delegates at the Business Meeting for an election by acclamation.
9.
Possible Voice Vote for National President. In the event that there is only one
candidate who has been nominated for National President following closure of the
nominating process for National President, the Meeting Chair may choose, but is not
required, to conduct a voice vote among the Registered Delegates for an election by
acclamation.
10.
Opportunity to Be Heard. At the Business Meeting, Registered Delegates shall be
provided a reasonable opportunity to speak to each of the amendments as they are
presented for consideration at the Business Meeting. A reasonable opportunity with
respect to a proposed amendment includes allowing Registered Delegates to
present new ideas, new thoughts, or new concerns regarding the proposed
amendment, either in favor or in opposition. The Meeting Chair is responsible,
however, for curtailing repetition of ideas or discussion not related to the amendment
being considered. Curtailment by the Meeting Chair is not intended to preclude
meaningful discussion, but rather to further the following objectives:
candidates
during the
Chair may
Registered
(a)
facilitate an efficient and effective administration of the business of the
Organization;
(b)
avoid repetition of information that might distract the Registered Delegates
from considering the initially proposed amendment that was timely submitted
for consideration by the membership in advance of the Business Meeting;
(c)
avoid the introduction of information that is not relevant to the initially
proposed amendment;
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2016 NAGM PROTOCOLS
11.
avoid the inadvertent introduction of a new proposed amendment that was
not timely submitted for consideration in advance of the Business Meeting;
and
(e)
permit submitters to withdraw their proposed amendments to the Bylaws
or the R&Rs.
Opportunity to Question Candidates. Delegates shall be provided a reasonable
opportunity to ask questions of the candidates for the National Board of Directors
and for the office of National President. The Meeting Chair is responsible, however,
for curtailing repetition of questions and “speeches” in lieu of questions. Curtailment
by the Meeting Chair is not intended to preclude or prevent questioning of the
candidates, but rather to avoid repeating questions that have been asked and
answered by the candidates thereby allowing the opportunity for new questions to
be asked to assist Registered Delegates in their evaluation of the candidates.
(a)
(d)
Executive Members who are unable to attend the NAGM and who have
questions or would like further clarification from any of the NBOD or
President candidates may submit written questions to the National Office in
advance of the NAGM (“Written Questions”). The Written Questions will be
reviewed for appropriateness consistent with the governing protocols. During
the Q&A period held at the Candidates Forum for candidates for the NBOD
held on Saturday at the NAGM, and during the Q&A period at the Business
Meeting on Saturday for candidates for National President, up to one-third
of each of the Q&A periods will be devoted to Written Questions. The Written
Questions WILL NOT be revealed to the candidates prior to the Q&A
periods. The balance of the Q&A time will be available to the individuals
present to ask questions.
Written Questions must be submitted by email to nationaloffice@ayso.org
or by mail to the attention of Frankie Shabsin at the AYSO National Office
for receipt by Monday, May 16, 2016. When submitting Written Questions,
please provide your name, AYSO position and Region or Area, which will
be provided during the Q&A period when the question is asked. In addition,
please indicate whether your question is directed to candidate(s) for the
NBOD or National President and specify to which candidate(s) you are
directing your question (e.g., all NBOD candidates, two or three particular
NBOD candidates, all National President candidates, etc.)
12.
Ending Discussion: “Call the Question.” In accordance with these 2016 NAGM
Protocols, the Meeting Chair shall not allow, and will not recognize, a request to “call
the question” and end discussion with respect to any proposed amendment, or to
end the questioning of the candidates if, in the opinion of the Meeting Chair, it
would preclude meaningful discussion or questions.
13.
Meeting Chair and Parliamentarian. The Meeting Chair shall be responsible for
conducting the Business Meeting and other sessions at the NAGM and determining
the proper application of these procedural rules. When conducting the meeting, the
Meeting Chair, in his or her sole discretion, may consult with a parliamentarian (if
one has been appointed) or any other person(s) with respect to the application of
these procedural rules, the Bylaws and the R&Rs and such other matters as the
Meeting Chair deems advisable.
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2016 NAGM PROTOCOLS
14.
Collection and Counting of Ballots. When there is a vote by written ballot, the
ballots shall be collected in a manner designed to safeguard the privacy of each
Registered Delegate’s vote. All written ballots shall be counted by impartial persons
whose identity is not published in order to protect the integrity of the count. An
individual appointed by the NBOD will serve as the inspector of election and will
supervise the ballot counting process. Ballots shall be counted in a room separate
from the room in which the Business Meeting is held in a manner designed to avoid
interruption or disruption of the count. The inspector of election shall provide the
Meeting Chair or his/her designee with the final tabulation of votes, including votes
by Pre-cast Proxies/Absentee Ballots, with respect to each matter submitted to a
written ballot vote to enable the Meeting Chair or such designee to announce the
results.
15.
Friday Review and Q&A Relating to Proposed Amendments. A review and question
and answer session will be held at the NAGM on Friday, May 27, 2016 starting at
2:00 p.m. (CDT). Similar to last year, the scope of the review session will be
slightly expanded to permit brief comments about any proposed amendment to be
directed to the submitter. The purpose of the review and Q&A session on Friday
is to provide both the submitter and others attending the review session with an
opportunity to ask questions and make comments that seek clarification and/or a
better understanding of the proposed amendments. The purpose of the Friday
session is not to debate the merits of any particular amendment or to formally
entertain and adopt Friendly Amendments. Debate shall be conducted during the
Business Meeting on Saturday, May 28, 2016. At the Friday session, a potential
Friendly Amendment may be identified to the submitter of a proposed amendment,
provided it is consistent with paragraph 3 above. Detailed discussions, if any,
relating to requests for Friendly Amendments are expected to occur with the submitter
of a proposed amendment after the Friday session. As noted in paragraph 16
below, to the extent possible, proposed Friendly Amendments should be submitted
on Friday, May 27, 2016 or Saturday, May 28, 2016 before 11:00 a.m. CDT in order
to allow time to review the Friendly Amendment and prepare any needed information
for use during the Business Meeting. Any Friendly Amendment agreed to by the
submitter of a proposed amendment prior to the Business Meeting must be presented
at the Business Meeting when the proposed amendment is presented for
consideration. Moderators for the Friday question and answer session shall ensure
adherence to this paragraph.
16.
Assisting with Friendly Amendments. The Parliamentarian was requested by the
AYSO National President to update the protocols for the NAGM and Business
Meeting, and assist in preparing comprehensive documentation by which the
proposed amendments, supplemented by information concerning the economic,
practical and legal “impacts” of each proposed amendment, have been presented
to the Executive Members for their consideration during the Business Meeting.
During the NAGM, the Parliamentarian, Darryl Ross, will assist submitters of
proposed amendments, Registered Delegates and others, in preparing proposed
Friendly Amendments to the proposed amendments. Submitters of proposed
amendments and others should provide Darryl with proposed Friendly Amendments
as soon as possible so that all matters can be reviewed and materials can be
prepared prior to the Saturday Business Meeting at which Friendly Amendments
must be presented and proposed. To the extent possible, proposed Friendly
Amendments, together with contact information for the submitter(s) of the
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2016 NAGM PROTOCOLS
proposed amendments and individuals proposing the Friendly Amendments, should
be provided before 11:00 a.m. (CDT) on Saturday, May 28, 2016. Please notify Darryl
Ross at 949-533-3800 and/or by email: darrylross@ayso.org if you are interested in
submitting a Friendly Amendment or have any questions relating to the amendment
process.
17.
Meeting with Submitters. In an effort to facilitate the process involving proposed
amendments and Friendly Amendments, individuals as requested by the National
President, will review the processes and procedures relating to proposed
amendments and Friendly Amendments with the submitters of the proposed
amendments to the Bylaws.
18.
Quorum and Vote Approval Requirements. At the beginning of the Business
Meeting, the Meeting Chair or his/her designee will present the number of
Registered Delegates and the various vote approval thresholds required pursuant
to the Bylaws in connection with the business being conducted during the Business
Meeting.
14
American Youth Soccer r a za
Proposed Bylaw Amendment #1
SHORT DESCRIPTION OF AMENDMENT: This amendment seeks to require Areas to add certain
board positions similar to the way regional boards have required positions.
SUBMITTED BY EXECUTIVE MEMBERS: Alan Gandall (Area 11K Director), and AYSO's National
VIP Task Force.
_____________________________________________________________________________________________
PROPOSED AMENDMENT (bold underlining for additions and strikeout for deletions):
AYSO NATIONAL BYLAWS SECTION 7.02: AREA DIRECTOR
An Area Director shall be nominated by themselves and the Regional Commissioners within each Area.
If the Section Director, whose territory includes that Area approves the nomination of that person as
Area Director, then, in such event the nomination subsequently (i) will be delivered to the National
Board of Directors for its consideration; and (ii) the National Board of Directors shall have the discretion
whether or not to appoint the nominee, and, if the National Board of Directors elects in its discretion to
appoint the nominee, the National Board of Directors shall have the discretion to make the appointment
for a term of three years or for shorter time period as the National Board of Directors deems
appropriate.
Each Area Director shall:
(a) Report to the Section Director and be responsible for the performance and growth of their
Areas and all inter-Regional and extra-Regional activities within their Areas;
(b) Organize and maintain volunteer staff to assure adequate support and services to the
Regions in their Areas;
(c) Be the official spokesman for the Area in regard to publicity, outside development, cultural
exchange, internal development, business systems, budgets, Bylaws, Board policies, Rules &
Regulations;
(d) Be responsible for such other matters that directly relate to the operation of the Area; and
(e) Oversee dispute resolution within the Area; and
(f) Appoint, at a minimum, a Treasurer, Coach Administrator, Referee Administrator, and a VIP
Administrator.
An Area Director may be suspended by the Section Director responsible for such Area and suspended
or removed by the Board.
EFFECTIVE DATE OF AMENDMENT: August 1, 2016
_____________________________________________________________________________________________
15
American Youth Soccer r a za
Proposed Bylaw Amendment #1
REASON FOR AMENDMENT:
proponent(s).]
[The views in this section represent those of the amendment
Section 1.01 of our National Bylaws states that “The Philosophy of the Organization is to educate and
develop young people by encouraging their interest and participation in soccer through its 'Everyone
Plays,' 'Open Registration,' 'Balanced Teams,' 'Positive Coaching', 'Good Sportsmanship' and 'Player
Development' concepts.”
Our Bylaws task our Regions with a variety of responsibilities including operating quality youth soccer
programs in a fun, fair and positive environment (1.04(a)), and “to maintain good community relations
with the primary objective being youth development and to become involved in other community
activities” (1.04(b)). Areas are tasked with "Organizing and maintaining volunteer staff to assure
adequate support and services to the Regions in their Areas" (7.02(c)).
Mandating that each Area have a Treasurer, Coach and Referee Administrators will bring our Areas
into conformity with Region responsibilities. At a time when our organization is focused on player
growth and improving the quality of our programs, it is very logical to require Areas to formally adopt
board positions to help support the Regions. Further, adding a VIP Administrator to our Area boards
will further our organizational philosophies and program objectives as every Area will have the ability to
distribute information about the VIP Program as we try to reach more families. The proposed
Amendment does not seek to require any Area or Region to start a VIP Program.
Regions have required board positions for coaching, refereeing, child advocacy, registration, treasury
and safety. It is time to formally require Areas to adopt board positions requiring a Treasurer, Coach
Administrator, Referee Administrator and a VIP Administrator so that each Area is in a better position to
support our Regions.
POTENTIAL IMPACTS OF AMENDMENT: OPERATIONAL, FINANCIAL, eAYSO, ETC. (e.g.,
documents requiring revision, training materials requiring revision, changes required to eAYSO,
potential costs): [The “impact statements” below were prepared to provide information to the
membership to be able to better understand the potential impacts of the proposed amendment.]
The proposed amendment to the National Bylaws, if enacted, would have the following impacts:
1. Updating the National Bylaws to reflect the change.
2. Except as noted above, no other financial, operational, or other impacts have been identified.
16
SHORT DESCRIPTION OF AMENDMENT: Allow Regional Commissioners of the largest 20% of
chartered Regions to have two votes at meetings of the executive members
SUBMITTED BY EXECUTIVE MEMBERS (listed alphabetically):
National Board of Directors)
Jeffrey Stern (Vice President,
PROPOSED AMENDMENT (bold underlining for additions and strikeout for deletions):
AYSO NATIONAL BYLAWS SECTION 3.05(a) RIGHT TO VOTE and
SECTION 4.05(c) VOTING PROCEDURES FOR ELECTION OF DIRECTORS
3.05 RIGHT TO VOTE
(a) Only executive members shall have the right to vote. Each executive member of record shall be
entitled to cast one vote at meetings of the executive members. Regional Commissioners of the
largest 20% of chartered regions as of March 31 in any year shall each have two votes at meetings of
the executive members that occur between April 1 of that year and March 31 of the following year. All
other executive members shall have one vote each. Whenever any corporate action is to be taken by
vote of the executive members, it shall, except as otherwise expressly provided by the California
Nonprofit Public Benefit Corporation Law (the “Law”) or by these Bylaws, be authorized by a majority of
votes cast (not counting abstentions) by the executive members.
4.05 VOTING PROCEDURES FOR ELECTION OF DIRECTORS
(c) The eleven Directors to be elected from the membership at large shall be elected by classes, with
each class consisting of either three or four seats. The executive members shall cast their votes for all
Directors of the same class at the same time. Each executive member shall be entitled to cast the
number of votes one vote for each seat in the class as determined by Bylaw 3.05(a). These votes
may not be cumulative, but each vote must be cast in favor of a different candidate. All nominations for
the class must close before the first ballot is taken. After the executive members have cast their
ballots, the candidates receiving the highest number of votes, either in person or by proxy, are elected.
EFFECTIVE DATE OF AMENDMENT: August 1, 2016
17
_______________________________________________________________________________
REASON FOR AMENDMENT:
proponent(s).]
[The views in this section represent those of the amendment
Based on March 31, 2015 numbers, the median size region was approximately 400 players, so the
smaller 50% of the regions contained only about 16% of the players. To be more specific, regions
accounting for approximately 75,000 players have as much organizational authority as those regions
totaling approximately 390,000 players. Giving the regions containing this relatively small group of
players the power to control the organization is a poor way to manage an organization and unfair to the
remaining 84% of the players. Giving the largest 20% of chartered regions (148 regions as of March 31,
2015) an additional vote on Bylaw and Rules & Regulations change proposals would give these regions
only about 29% of the vote (vs. 17% now), far short of a majority. They wouldn’t have control, but rather
would have a greater voice on governing proposals. Similarly, these regions would have additional votes
for Directors and President. This re-alignment of voting strength would more fairly represent the needs
of all players across the country.
_______________________________________________________________________________________
POTENTIAL IMPACTS OF AMENDMENT: OPERATIONAL, FINANCIAL, eAYSO, ETC. (e.g.,
documents requiring revision, training materials requiring revision, changes required to eAYSO,
potential costs): [The “impact statements” below were prepared to provide information to the
membership to be able to better understand the potential impacts of the proposed amendment.] The
proposed amendment to the National Bylaws, if enacted, would have the following impacts:
1. Updating the National Bylaws to reflect the change.
2. Except as noted above, no other financial, operational, or other impacts have been identified.
18
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19
2016 QUESTIONS FOR
NBOD CANDIDATES
The candidates for the National Board of Directors and for National President were asked to respond to a series of questions.
They were notified that their responses would be distributed to all Executive Members who are eligible to vote at the 2016
AYSO NAGM. The candidates’ biographies, statements and responses to these questions are listed on the following pages.
Please review them carefully in preparation for your vote in the upcoming election at the 2016 AYSO NAGM in Chicago.
The questions posed to the candidates for the National Board of Directors for the candidate statement were as follows:
1. Why do you want to be on the AYSO National Board of Directors?
2. What is motivating you to run for the Board?
The questions posed to the candidates for the National Board of Directors were as follows:
1. Please share your personal and/or professional experiences that best demonstrate your qualifications to serve
on AYSO’s National Board of Directors.
2. In your opinion, what is the role of AYSO’s National Board of Directors, and if elected, how will you support
your view?
3. AYSO Academy-Club opportunities is listed as Goal Number One in the Strategic Business Plan recently
approved by the National Board. Please identify how you will support this goal, including stating your views on
Academy-Club programming.
4. “Enhance efficiency governance structure and practices” is listed as Goal Number Five in the Strategic
Business Plan recently approved by the National Board. Please identify how you will support this goal,
including stating your views on enhancing efficiency within AYSO’s governance structure and practices.
20
2016 QUESTIONS TO CANDIDATES
FOR NATIONAL PRESIDENT
The questions posed to the candidates for the National President for the candidate statement were as follows:
1. Why do you want to be the National President of AYSO?
2. What motivated you to run for this position?
The questions posed to the candidates for the National President were as follows:
1. What qualifications do you possess, both professionally and as a volunteer, that demonstrate your ability to
lead AYSO as National President?
2. How will you work to support the goals contained in the new strategic plan recently approved by AYSO’s
National Board of Directors?
3. How have you personally provided leadership to AYSO volunteer management?
NOTE
All candidate statements appear exactly
as submitted and have not been edited in
any way.
NAGM 2016
Voter registration dates and times
for all Executive Members and Proxy Holders
(Registration required to vote at Saturday Business Meeting)
Friday
May 27
Saturday
May 28
10:00 a.m. – 1:00 p.m.
10:00 a.m. – 1:00 p.m.
7:00 a.m. – 10:00 a.m.
21
MARGIE CLOSE
CANDIDATE FOR NBOD
ABOUT MARGIE
Personal Information:
• Children – Dave (39), player, National Coach & Coach
Instructor, referee, former National Office staff
Katy (37), player, AYSO Silent Auction organizer for years
Steve (35), player, coach and referee, former National
Office staff
Kevin (33) deceased, player and coach and my daily
inspiration #keezitforward
• Four step-grandchildren -- two former players Region 862
• Born July 31, 1950 in Berkeley, California
• Graduate of the University of California, Berkeley
• Transplant to Los Angeles in 1972
CONTACT
(310) 560-5080
aysomom1@aol.com
AYSO Experience:
• Volunteer since 1984
• RC Region 78 Hollywood-Wilshire 1989-1994 and
1996-1999; Asst. RC 1994-1996
• Referee 1995-2013, Referee Instructor since 1998,
Referee Instructor Evaluator since 2005
• National Management Instructor and Instructor Trainer
since 2003
• National Tournament Commission Member 1999-2012
• National Office staff – 1999-2015 – former Director of
Special Programs and Member Services
• Extended Play Task Force – on team that developed the
EXTRA program
• Hall of Fame staff liaison 2003-2015 – Big 3 Partner with
NSCAA and NISOA 2003-2009
• VIP Administrator 2003-2015; VIP Instructor
• United States Adult Soccer Association Rep 2003 – 2015
• United States Soccer Federation Disability Committee
Member 2007-2015
Other Recent Volunteer Experience:
• Special Olympics World Games 2015 – Sports
Information Desk at Aquatics venue
• Special Olympics Southern California -- Volunteer
Spring/Fall 2015
• One Legacy, Los Angeles County Organ Procurement
Organization – Ambassador For Donate Life –
representing the benefits of organ and tissue donation
at public events
Professional and Parent Experience:
• AYSO National Office -- Coordinator, Administrator then
Director 1999 – 2015
• Mother to four children – volunteered in all school
activities and sport activities 1976 - 1999
• Administrator for UCLA Engineering and Science
Department Placement Center 1972-1976
CANDIDATE’S STATEMENT
AYSO is my organization of choice. Numerous great
groups and good causes need volunteer support, and
I choose AYSO to have the majority of my time and
energy. I have been a local and national volunteer for
thirty-three years and a National Office staff member for
sixteen, and in this next phase I would like to serve the
membership from a seat on the Board of Directors. From
local RC to Director at the National Office, I have seen
AYSO inside-out and know that it is the engagement
of our volunteers, providing soccer programs and so
much more for families and communities, which reap the
rewards of sustained player registration and family loyalty.
It is important to me to help secure a renewal of
AYSO’s reputation for integrity of leadership, programs
and national requirements; to welcome the voices and
active involvement of independent volunteers from all
persuasions; and to champion the transparency that
a non-profit owes its members who are its lifeblood.
I do not put people politics or personal agenda ahead
of honest dialogue and collaboration; my conscience is
strongly geared to the importance of volunteer insight and
buy-in. I want to be close to the issues that are critical to
the volunteers who are closest to the players and their
families. I believe that as a Board member I can be a
good representative of people like myself who choose
AYSO, whether this is their first year or their fortieth. Back
now full time now among the volunteer corps, I see this
as a role that I can take on with passion and integrity,
and a role that I can succeed at with the guidance of
the membership and vast experience.
QUESTION 1 - Please share your personal and/or
professional experiences that best demonstrate your
qualifications to serve on AYSO’s National Board of
Directors.
My entire life has been one of service – learned
early on in a large family grounded in church and
community. High school and then college provided
numerous opportunities to volunteer, notably as Attorney
General of the Model United Nations and as Director of
the CAL Summer Orientation Program at UC Berkeley.
These taught me to be a good, effective leader and a
good teammate. Working at UCLA added office and
communication skills – helping to match up employment
recruiters with student prospects.
While rearing my four children I volunteered in every
activity important to them – running the SITE Council
and managing fund raising drives. AYSO, among all of
them, fulfilled my sense of the importance of community
and of local leadership. Skills including registration, data
systems, scheduling, budgeting, managing volunteers,
negotiating and programming were my education on the
ground in Region 78 for 15 years. I joined the National
staff and acquired more sophisticated computer skills,
player and volunteer program design, national customer
service and instruction - each enhancing my ability to
work effectively both alone and as a collaborator.
22
Working now with One Legacy, I have broadened my outlook on giving
Region, Section and national tournament opportunities to attract players to
meaning and dignity at the end of life through service to families who have
the AYSO club gaming circuit? Do facilities exist and, if not, how are they
lost loved ones, and to those who are looking for a way to prolong their own
being acquired? Can we design a selection process that preserves AYSO’s
lives through the gift of donation.
reputation as a “player-first” organization?
Building on each experience in my life to date, I have learned to be present,
Currently other Clubs are the definers and drivers of highly competitive
to listen, to stand up, to be honest, to be respectful, to follow through, to
youth soccer. AYSO is late to this, and needs to develop programs that are
put others first. I believe that a person of my nature and character, together
understood, readily adoptable and realistic. Knowing the fear of Regions
with my vast and intimate knowledge of AYSO and youth sports is what the
that might lose players to others that adopt such programs, and the
AYSO membership and organization need at this time.
overzealous nature of parents who desire competition for their children, I
QUESTION 2 - In your opinion, what is the role of AYSO’s National Board
of Directors, and if elected, how will you support your view?
The AYSO National Board of Directors, since bound by California nonprofit law, have legal duties – acting as the trustee of AYSO’s assets and
ensuring that AYSO is well-managed and remains fiscally sound. The Board
evaluates financial policies, approves annual budgets and reviews financial
reports to ensure that AYSO is financially accountable to its membership.
A key responsibility is to hire and set the compensation of a talented
National Executive Director to run the day-to-day management activities of
AYSO. With paid staff relied on to run the operations, the board can provide
foresight for a sustainable future; oversight by adopting sound, ethical and
legal governance policies; and insight, assuring that AYSO has adequate
resources to advance its mission while being advocates for that mission.
Further, by law Board members must actively participate in planning and
decision-making and make sound and informed judgments. Board members
must put the interests of the AYSO before any personal or professional
concerns and avoid conflicts of interest. Board members must ensure that
the organization complies with all applicable federal, state and local laws
and regulations.
In my opinion, beyond required duties, being a Board member means
listening and responding to the membership who elects you. It means
making a best faith effort to hear all voices, to respect those voices and
adopt meaningful policies that the membership can support and execute
such as our Safe Haven standards.
The board should promote programs consistent with AYSO’s mission and
monitor effectiveness. They should enhance AYSO’s public face by clearly
articulating AYSO’s mission and accomplishments to ensure sustained support
from the communities it serves. The Board can stay healthy by encouraging
new candidates, orienting new members and periodically evaluating their
own performance to determine if they are fulfilling their legal and moral
obligations as leaders in AYSO.
QUESTION 3 - AYSO Academy-Club opportunities is listed as Goal Number
One in the Strategic Business Plan recently approved by the National
Board. Please identify how you will support this goal, including stating
your views on Academy-Club programming.
The most effective way for me to support this goal is to understand what
the Board has approved. Without the Plan, I am unable to comment fully.
However, having participated on the Task Force that designed the EXTRA
can be a temperate voice in what is a discussion that needs to be heard
from many sides. I do support the need for expanded programs as defined
by our membership and customers, but they must be rolled out for long
term success and growth.
QUESTION 4 - “Enhance efficiency governance structure and practices”
is listed as Goal Number Five in the Strategic Business Plan recently
approved by the National Board. Please identify how you will support this
goal, including stating your views on enhancing efficiency within AYSO’s
governance structure and practices.
Without the content of the Strategic Plan, I can comment on the three
statements provided:
a. Strengthen board composition and leadership continuity
Assess the present board (or the newly elected one) and map its strengths
and weakness. With a clear picture there can be an assessment of the
board’s needs and a strategy for strengthening the board. Ensure that the
Nominating Commission is fulfilling its purpose by starting early in the election
process, or perhaps all year long, to identify and encourage individuals to
run for the board. Board leaders have choices about focus. A periodic review
of what the board is focused on makes a board more effective. Leadership
continuity could better focus the resources of the board and organization;
but this starts with quality members identified and elected.
b. Review governing documents for focus on mission and goals of
Strategic Plan.
I assume this means that some goals will require a rewrite of some Bylaws,
Policy Statements or Rules & Regulations. It is critical when programs and
requirements change, that AYSO’s governing documents keep up with those
changes so as to avoid confusion, misunderstandings and potentially legal
challenges. This should be done on a regular basis with online access to
revised documents readily available to the membership.
c. Re-assess governance structure.
Together, with collaborative conversations and no surprises, the Executive
Membership is capable of having a conversation about what will work best
for our organization in 2016 – 52 years after the structure of AYSO started
to form. Many ideas have been shared, but few instituted - sometimes
because one or another group feels threatened. Caring, passionate
people can approach this together. It will take patience and honesty and
selflessness, but I believe that it can be accomplished if change is best for
AYSO to be strong.
program, I understand questions AYSO needs to ask as it expands into more
competitive programs. By AYSO, I mean the volunteers who provide our core
program and see a need or not in their communities for more programs - they
are most in tune with the potential benefits and consequences.
As AYSO’s stakeholders look at the expansion of Academy-Club, questions
arise: Have we provided a pathway for players to move between levels? Is
EXTRA a bridge program? Are we ready to allow the AYSO identity (logo,
philosophies) to be rebranded or unused? Will we alienate core customers?
Can Regions provide administrative structures that will be needed? Has
consideration been given to supporting club play beyond the season –
23
BILL HUMMELL
CANDIDATE FOR NBOD
CONTACT
(212) 500-7387
whummell@kbllp.com
Statement, including Answer to the Two Designated
Questions
I am confident I can continue making a substantial
ABOUT BILL
contribution as a National Board member. My primary
• Reside in Tarrytown/Sleepy Hollow, NY; Section 3, Area
3-T, Region 220
• Wife, Kathy; three children
• Arizona State University (with honors)
• University of Arizona (J.D.)
• Former resident of Section 6, Section 12)
provides for children, including fun and happiness,
AYSO Positions:
• Volunteer, Region 220; coach, referee, board, RRA
• Regional Commissioner
• Area Director
• Section Director
• National Board of Directors (NBOD)
• National Secretary
• National Vice President
• NBOD Liaison to:
o Section 1
o Section 2
o Section 3
o Section 8
o Section 9
o Section 11
o Section 13
o Section 14
o National Referee Advisory Commission
o National Marketing Commission
o Legal Commission
o CRT
• Chair:
o NBOD Governance Committee
o Hall of Fame Commission
o Legal Commission
o Nominating Commission
• Compensation Committee
Other Volunteer:
• U.S. Soccer Foundation
• USSF delegate
Honors, Accomplishments, Certifications:
• Region 220 - player #’s grew 75%, multiple Pele Awards
for growth, multiple RAP “Platinum Awards” for
superior programs
• Area 3-T – multiple AAP “Platinum Awards”
• Section 3 - finalist for Section of the Year
• President’s Citation of Gratitude – multiple
• Section 3 Distinguished Service Award
• As a National Board member, substantial
accomplishments including the items summarized in my
Candidate’s Statement
• Advanced Coach
• Advanced Management Instructor
• Co-founded Future Famers’ Cup - Section 3 tournament
• Author, Section Director Manual
• Co-Author Due Process and Dispute Resolution Guidelines
• Instructor - RC Training, Section EXPOS, Area Super
Camps, region
Profession:
• Partner - Kucker & Bruh, LLP (in NYC)
• Practice Areas: risk management, insurance,
formulation of business agreements, commercial
disputes, complex civil actions, corporation law,
business governance/ management, employment
law – agreements/compensation/benefits/pensions/
disputes re: work circumstances and claims – disability/
discrimination/harassment/hostile environment/civil
rights/employment opportunity, real property law, leases,
administrative law, mediation, arbitration
24
motivation is knowledge of the vast benefits which AYSO
enjoyment of sports, opportunities for friendships, and
development as athletes and good citizens. I have a
proven record of success as a NBOD member which
includes as a few examples:
• Performed a key role in 2014 protecting the powers
of Section Directors under Bylaw 7.01, and protecting
the powers of Area Directors under Bylaw 7.02
regarding the AYSO Polices and Protocols
• Created the concept of a modern Legal Commission
in 2007, and recruited as volunteers dozens of
highly skilled attorneys across the United States with
geographic and practice area diversity who have
provided invaluable assistance to Regions, Areas,
Sections, the National Board, NED and National Office
• Participated in team which utilized my concept for
modern Legal Commission to create a new National
Marketing Commission which recruited as volunteers
highly skilled advertising professionals who have
provided invaluable assistance throughout AYSO
• Devoted enormous time and effort assisting countless
Regional Commissioners, Area Directors, and Sections
Directors to successfully address practical and legal
issues and challenges in their location
• Facilitated Section 11 to strengthen the team building
among Section and Area leaders, and, in 2015-2016,
update the guidelines for competitive play programs
in southern California to remain consistent with AYSO
philosophies
• Assisted Section 14 with Florida State Games from
2007-2016, and, in 2016, resolved key funding which
is provided by the Palm Beach Sports Authority
• Assisted Sections with growth opportunities, new
Regions, RC training, other training
• Significantly contributed to leadership concerning
board governance, strategic planning and development
of constructive national policies
Directors.
My Bio/Resume reflects the fact that I have substantial
professional training, education and experience in
operating a business, management, governance and
law, and strong skills sets in many subject matters
which are important for AYSO. I have a record of
accomplishment in each volunteer position I have held
in a Region, Area and Section. I have been a highly
effective contributing member of the National Board, and
a leader in addressing significant matters, protecting
the interests of AYSO players, parents, volunteers
and the organization, and growing the organization. I listen, but am not
and area volunteers to promote AYSO has been undermined, and there
hesitant to take action or challenge items which should be questioned. My
has been player attrition. It has been demonstrated that a club program or
skills sets have enabled me to make vast contributions for AYSO’s benefit.
academy program can succeed and grow, and that parents and children
Personal experiences have caused me to respect others regardless of their
are clamoring for it. AYSO can develop high quality club and academy
background, income or profession, appreciate their own achievements,
programs. Our current members and the youth soccer market are crying
be willing to listen to them, and help them succeed. My grandparents had
out for us to do this. We should listen and respond. It is not prudent to
small farms in Iowa, and had character, honor, integrity and kindness. My
ignore the market. We must continue to protect AYSO philosophies and our
parents began in modest circumstances, worked incredibly hard to improve
precious core program. However, our offering AYSO alternative programs
things for our family, and moved us to Arizona which had new opportunities.
which expand our reach and deliver a positive AYSO experience to more
My father devoted more than 30 years of his life to serving his country in
children can produce success, and it can be achieved without sacrificing
the U.S. Army, and became a high school teacher who helped thousands
our philosophies or our core program.
of children. My mother, who was an equal mentor for me, trained herself to
be a computer programmer, and worked for the City of Phoenix. I cherish
AYSO and the tremendous good that it has done for millions of children. I
will provide excellent leadership and positive results.
The primary roles for the National Board of Directors (NBOD) are: (1)
attempt to make certain that the Regions, which deliver AYSO programs to
the local communities in a fun and safe environment (the most important
function in our organization), have sufficient resources and tools, including
excellent training, to do this effectively and efficiently, and that the Areas and
Sections assist the Regions achieve success; and (2) engage in strategic
planning and develop constructive policies which promote the fulfillment of
AYSO’s vision and mission statements; and (3) oversee the budget, protect
financial integrity and avoid noncompliance with the law; and (4) make certain
the National Executive Director (NED) has resources to succeed in his or her
responsibilities and hold the NED accountable. During my time as a National
Board member, I have been a leading advocate for focusing the attention of
the Board on performance of these four key roles, and avoidance of micromanagement of Regions, Areas or Sections, and avoidance of involvement
in day-to-day operations. I remain dedicated to these principles. Regions
must be able to deliver the programs in a manner which takes into account
Governance structure can be enhanced to make AYSO more democratic,
efficient and effective, and increase our success and reduce the work load
for our volunteers. Since June 2014, the National Board implemented many
new practices which increased our efficiency and strengthened the Board’s
focus on strategic planning and its other primary roles. We also streamlined
practices to reduce the burden on Regions and provide clarity (one example
is the set of AYSO Policies and Protocols that are being implemented
which streamlined the Standard Regional Guidelines and provided greater
clarity). Serious consideration should be given to increasing the voice of
large Regions in our governance by enhancing at least slightly their number
of executive votes because it is more democratic to avoid treating 3,000
players and their parents in a large Region as having the exact same voice
as 300 players and their parents in a small Region. A sliding scale which
provides one additional vote for very large Regions would create greater
democracy. There is a proposed Bylaw amendment for the 2016 NAGM
which I support that would address this matter. I respectfully ask for your
vote for the National Board of Directors.
local needs and challenges, and obtain meaningful assistance. We must
minimize obstacles, streamline our practices and focus on the delivery of
our programs in the local communities while protecting the philosophies
which are at the heart of AYSO. In addition to being a leading advocate, I
have significantly influenced the dynamic and there have been substantive
changes which enhanced the position of Regions, focus the attention of the
Board, and protect and promote AYSO.
Working together we should continue to provide excellent soccer programs,
deliver a great AYSO experience to children and parents, attempt to grow
the program and avoid attrition. We have programs which are truly excellent.
However, we should expand our reach to provide quality alternatives for
children and parents who already are AYSO members and want a more
competitive experience, and to reach players and children who have not
yet joined AYSO because of the absence of more competitive programs.
The youth soccer market has experienced significant changes since 1964.
One of the changes during the past 20 years especially is the enormous
increase in club and academy programs. Additional evidence is provided
by the exponential grown of US Club Soccer. In many AYSO Regions,
especially in large cities, competing soccer organizations have attacked
AYSO Regions in the market with adverse effects. The efforts of region
25
CHARLIE JOHNSON
CANDIDATE FOR NBOD
ABOUT CHARLIE
AYSO Experience:
• Volunteer since 1978 when my daughter was
U6; Region Treasurer, Region Coach and Referee
Administrator, Region Tournament Director, Section
and Area Coach Trainer, Area 10D Director (13
years) with many years a Platinum Area, Finance
Commission, National Systems and Software
(eAYSO) Commission
• “B” Coach Instructor, National Coach, National Referee, Advanced Referee and Management
Instructor, National Coach Instructor, Coach for U6 to
U19 teams (certified at all age levels of coaching)
CONTACT
(760) 868‐2080
AD@Area10D.org
Education/Professional:
• BS – Management – San Diego State, MBA –
California Lutheran University, Vice President and
Financial Controller, Major Project Manager for
financial management systems, IT Financial
Management Consultant (clients include Union Pacific
Railroad, AIG Insurance, and Experian), Conduct IT
Finance seminars, University Professor (10 years)
for MBA and MS programs – University of Redlands
and University of Texas‐Dallas
Personal:
• Chair of Phelan Piñon Hills Community Services District
Feasibility Committee, Elected Director and President (2
years) of Phelan Piñon Hills Community Services
District President of Phelan Piñon Hills Community
Improvement Association (501(c)(3) non‐profit),
President of Phelan Chamber of Commerce (501(c)
(6) non‐profit), Vice Chair Diocese of San Bernardino
Finance Council, Trustee of Catholic Education
Foundation, Trustee of Catholic Foundation, Director
for Caritas Telecommunications, Charter Member and
Past President (3 times) Tri‐Community Kiwanis (501(c)
(3) non‐profit)
Since becoming the Area 10D Director, I have attended
every EXPO and NAGM, and I have encouraged all
of the Region Commissioners to attend.
Each
time I watched with great interest, the process and
conduct of the meetings. What an unbelievably great
experience and learning opportunity this has been for
me. I am amazed at the great volunteer leaders we have
in AYSO! I am in awe of the many thousands of hours
our volunteers spend providing wonderful soccer, and
life, experiences for the children of AYSO.
I have taken the time, and made the effort, to move
up the ladder of knowledge in coaching, refereeing,
and management. I am proud to say that I have earned
certification as a National Coach and a National Referee.
There are only a few “Double Nationals” still active. This
has helped me understand the many issues that we face
every day in AYSO. I can honestly say that the education
I have received from AYSO is equal, or greater, than
my college degrees. It has made me a better person.
To me the most important phrase in AYSO is our Vision
Statement: “To provide world class youth soccer
programs that enrich children’s lives”. These eleven
words drive me every day in my AYSO activities. I often
say, if what you or I are doing does not serve this vision,
then we are doing the wrong things. Yes, of course,
we have distractions (wild parents or coaches), but
we must minimize these and move to the activities that
support the vision.
This is why I want to be on the National Board. Every
decision we make from the NBOD to the Region MUST
consider our Vision, and realize that all these decisions
affect the child on the grass.
Directors.
It may sound corny, but most of my experiences have helped me develop the qualifications for
serving on the NBOD. My education and experience
in management, finance, systems, and working in
non‐profits will all be helpful as a director. My AYSO
volunteer time is critical, I think, in understanding this
very unique organization. There is no other organization
that has such a strong volunteer base supported by a
very effective, and capable, office team.
QUESTION 2 - In your opinion, what is the role of
AYSO’s National Board of Directors, and if elected,
how will you support your view?
The role of the NBOD is to set policy and direction,
both short‐term and strategic, and establish By‐laws
and Rules and Regulations for all of AYSO. In addition,
the NBOD hires the National Executive Director. The
Board must monitor the process to ensure that the
policies and direction set by the Board are being
implemented, and, when necessary, change policy
or direction to fulfill the vision and mission of AYSO.
26
I would work with the Board to effectively monitor the activities of the
National Office, WITHOUT micromanaging, to ensure AYSO is on the correct
course as set by the Board.
The Board must be transparent in its actions, and communicate effectively to all the Executive, and other members of AYSO.
The Board has not done an effective job in being transparent to the
membership. As of this writing (3/25/16) the Board Minutes are posted
through October 2015. What has the Board done over the past four months?
I assume, and trust, it is work in support of the Vision and Mission, but we
do not know. The agendas for upcoming meetings are not posted for the
membership to view. I, for one, would attend, in person or on the phone,
meetings where significant issues are being discussed.
I would work to remedy this by posting agendas, and timely approval and posting of minutes.
QUESTION 3 - AYSO Academy-Club opportunities is listed as Goal
Number One in the Strategic Business Plan recently approved by the
National Board. Please identify how you will support this goal, including
stating your views on Academy-Club programming.
Honestly, I believe that the AYSO Academy‐Club program is a good one
for us. However, I am not sure that it is the number one objective. I would
place revitalization of our core program at the top of our objectives.
Really, I believe that our programs are progressive in the process of offering Player Development to our children. The Primary Core program
is our foundation, and always has been. We must also offer higher levels of
competition for those children who want this, and are capable of success
at this level. This is why the EXTRA and Academy‐Club programs are so
important. We need to grow with the rest of the soccer world.
The objective of strengthening the composition of the Board is a good
idea. The members of the Board need to have a variety of skills, talents, and
experiences. This enables a wide range of conversation on very important
issues, which may come before the Board. This provides a foundation for
improved decision‐making.
I believe that my experience in financial,
systems, and project management and work with non‐profits will be a strong
addition to the current Board.
I believe that our governing documents are, and must remain, evolving
and growing along with the AYSO organization and its strategic plan
goals. As the strategic plan is established and strengthened over time,
our governing documents must grow and strengthen also. I have worked
with several non‐profits in reviewing and revising their by‐laws and other
governing documents.
27
MICHAEL KARON
CANDIDATE FOR NBOD
ABOUT MICHAEL
• Married to Carolyn for 31 years
• Two children: Lauren (25) and Andrew (23)
• BA, Chinese 1981 (UCLA); MBA, Finance 1986 (UCLA)
CONTACT
(310) 990-1324
mkreferee@gmail.com
AYSO Experience:
• AYSO player (4 years, starting in 1968)
• AYSO volunteer (44 years, starting in 1972)
• Regional Commissioner, Region 76 (4 years)
• Referee Administrator, Region 76 (10 years)
• Assistant Regional Commissioner, Region 76 (6 years)
• Area Referee Administrator, 1P (6 years)
• Extra Program Manager, Section 1 West (2 years)
• Assistant Area Director, 1P (2 years)
• Section 1 Director of Referee Assessment (4 years)
• Co-Director, Ken Aston Cup (5 years)
• Instructor, Ken Aston Camp (7 years)
• Expo/Section Meeting Presenter (15 years)
Honors, Accomplishments and Certifications:
• Platinum Region
• National Referee
• National Referee Instructor
• National Referee Assessor
• Developed Referee Instructor curriculum (Ken Aston Camp)
• Developed and delivered Regional Commissioner
Continuing Education workshops (Expo)
• Developed regional player programs (Monday night
open practice, Flex play, Kick It in the Spring, Pre-Season
Boot Camp) to drive family engagement and increased
participation. Grew Regional enrollment from less than
1500 to over 2000 players.
• Identified specific growth opportunities for AYSO Regions
on a National basis
• Trained over 5000 new referees
• Assisted in the start up and funding of the Watts, LA
Central, Los Feliz and South LA Regions
• Developed new field space for more players to play
Commissions and/or Task Forces:
• National Development Commission
• U4 Task Force
Other Volunteer Work:
• UCLA Alumni Mentor
Professional Experience:
• Certified Financial Planner
• Started multiple companies
• More than 30 years Executive Level experience at
both large and small technology and financial
service companies
• Experienced at achieving successful results through
sound business strategy development and execution
As a young player in AYSO over 45 years ago, I
personally experienced the benefits our program offers.
Even as a committed, but not very talented athlete, I
enjoyed my experience, developed an interest in soccer
and made lifelong friends. As the RC of the Region I played
in I get to pass it on to the families in my community. If
we want AYSO to thrive for the next 50 years, we need
to recognize that there are multiple models for success
and that every program is local and has its own unique
flavor. While we need common policies to ensure AYSO
continues to be the first choice for families desiring a
family friendly, safe and fun youth soccer experience,
we need to empower local programs to do what is
necessary to make their programs relevant in their own
communities. There are many ways to accomplish
this, but here are a few specific actions we can take:
1) modify AYSO materials to focus on best practices
from local programs; 2) highlight and promote success
stories about programs that work, including action steps
to take; 3) use metrics such as percent of surrounding
school age children served to help gauge success; 4)
create advisory groups of regions with common needs
and ask them how the organization can best help them;
5) allow the National Staff to say yes more often; 6) get
the NBOD to be clear and specific about the vision
and execution tactics of the business plan; 7) redirect
membership funds to fund small experiments to test new
programs; 8) focus all National efforts on helping local
programs succeed and eliminate practices which just
add friction; 9) don’t force all Regions to do business
the same way or to be completely dependent on the
National Office for support.
Directors.
After receiving my BA in Chinese and my MBA in
Finance from UCLA, I have worked for more than 30
years at the managerial and executive level building,
managing and leading companies in the software and
financial services industries. I have worked in both
the public and private sectors, with both start ups
and large public companies. I have managed large
teams and small, led culture change and business
turn around situations and consistently achieved
positive results, often by thinking outside the box. I
currently own and operate my own small business in
a rapidly changing industry where I have to strike the
balance between setting good strategy and actually
getting work done. I believe that achieving success
means having a clear vision, getting buy in from all
stakeholders and relentlessly pursuing concrete steps
to achieve the goal. I am energized by business and
organizational challenges and committed to helping
others make quality decisions, informed by data.
28
have different needs. Our current governance structure and documents
Members of the National Board are first and foremost stewards of an
difficult to make decisions that satisfy all local programs or be efficient in
organization which delivers the best youth sports program on the planet.
This means that they need to define, communicate, monitor and revise those
strategies and policies which best serve the needs of AYSO’s Regional
programs in order to ensure the long term health and wellbeing of AYSO.
The challenge is that the needs of local Regional programs are incredibly
diverse. What works in one place may or may not work in another. Anyone
connected with AYSO for any length of time knows that as an organization
we are having difficulty adapting to the current business reality of running a
National program, in part because we don’t explicitly recognize in our guiding
documents that there are differences between programs. While many of us
agree that the AYSO Philosophies should govern the decisions we make in
our local programs, Regions need to be empowered to implement programs
that best meet the needs of their local communities. There is no “one size fits
treat all programs in the same way. This leads to a situation where it is
our approach to service delivery. It’s very challenging to improve decision
making until we understand how to properly group Regional programs by
common needs and business practices. While both programs involve a
soccer ball, it takes a different set of considerations to run a successful
inner city program than it does to run a program in an affluent suburban
township. A “one size fits all” approach to governance won’t satisfy anyone
and alienates the leadership of many successful Regions. What we can and
should do instead is identify groups of programs with common needs and
business practices, determine major pain points and outline where current
governance structure and practices are hindering the ability of Regions to
be successful. This will lead to a more constructive solutions that improve
efficiency, governance structure and practices.
all” solution for running a Regional program. While there can and should be
a National reference program guide for running a local program, Regions
should be actively encouraged to do what it takes to meet the needs of their
families, consistent with the AYSO Philosophies. If elected, I will devote my
effort to making sure we have an ongoing, systematic way of understanding
local program needs, defining solutions that meet these needs, facilitating
discussion between Regions with similar needs, prioritizing resources to
meet these needs and doing what is necessary to help Regions execute on
their programs. I am not in the slightest bit confused that without strategies
and policies that work at the local level, there is no National Organization.
To remain sustainable programs, AYSO Regions must have programming
that their local communities value. The litmus test for determining whether a
given community values their Regional program is whether parents sign up
their children in numbers that are meaningful. Even within a single community,
some parents want an experience for their children that is different from what
a purely recreational program offers. Where there is significant demand for
an Academy-Club programming and the Region is equipped to offer this
programming in a way that meets the needs of the families who want this
service without compromising AYSO Philosophies or other components of
their Regional program, Regions should offer Academy-Club programming.
This doesn’t mean that Academy-Club programming should be required
in every instance or that it is even appropriate for every Region. Rather,
Academy-Club programming should be regarded as another program
option that is available to the Region, when and if the Region decides it is
appropriate. I will support this goal by gathering information on program
effectiveness from the Regions with experience and facilitating discussion
about how we can best support their needs.
The purpose of enhancing efficiency, governance structure and practices
is so that we can best support local Regions with better service and
program execution. If all AYSO programs were the same, it would be easy
to accomplish this goal. But AYSO Regional programs are not the same.
AYSO Regional programs are diverse because the communities we serve
29
DAVE ORAM
It has been an honor and a privilege to serve on the
American Youth Soccer Organization’s (AYSO) National
CANDIDATE FOR NBOD
Board of Directors (NBOD) for the past six years. I am
asking for another term because I want to see AYSO
ABOUT DAVE
continue moving in the right direction; becoming a world
class organization again. I feel I am the right person for
Personal Background:
• Married to Linda for 40 years
• Two Sons:
Justin (35) wife Lacey
Shawn (33) wife Megan
• Two Granddaughters, Cambree and Kayla
• Two Grandsons, Carson and Bennett
this position as I possess the qualities of a good leader
and lead by example. My greatest strength is having
held various positions in AYSO for the past 30 years. I
feel the decisions made during my tenure on the NBOD
and future plans detailed in the Strategic Plan are on
course as long as we ensure new ideas are presented
Occupation:
• Maw Equipment 30 years, now retired
• Real estate agent
• Owner Dave’s Onsite Repair
CONTACT
(801) 725-7167
Bearlakedave@gmail.com
to the membership with a plan to succeed before roll
out. I want to participate with each of you in making
AYSO great again. I have a proven track record for
AYSO experience:
Regional
Team Coach
1986-2002
Regional Volunteer
1986-2012
Regional Chief Referee 1987-1989
Regional Chief Coach
1989-1990
Regional Commissioner
1990-1992
Asst. Regional Commissioner 1992-1993
Regional Commissioner
1994-1997
U5 Jamboree Coach
2012-2013
U6 Girls Coach
2013-2014
Area
Area 9R Director Area 9R Instructor 2000-2003
2010- Present
Section Section 9 Developer
1999-2003
Section 9 Director
2003-2009
Tournament Nat’l Programs
Section Tournament Director
2003-2009
National Tournament Commission 2006-2008
National Development Commission
2004-2005
National Operations Commission 2008-2009
National Nomination Commission
2003-2009
Chair of Endowment/Bustamante Fund 2010-2012
Marketing Commission Liaison
2011-2012
Liaison to Section 1, 4
2010-2011
Liaison to Section 8,10,11,12,13,14,99 2011-2012
Liaison to Section 4,7,8,11,13,99
2012-2013
Liaison to Sections 1,4,5,8,10,11,12,13 2013-2014
Vice President2011-2014
Strategic plan 2012-2016
Liaison to referee Commission
2014-2015
Liaison to VIP Task Force
2014-2016
Finance Committee2014-2016
Pertinent accomplishments or achievements resulting
from participation with AYSO:
• Instrumental in starting 13 Regions in Section 9 (1999-2009)
• Instructed at Section conferences (2003-2015)
• Section 9 nominated AYSO Section of the Year (2009)
• Section 9 received AYSO Green Thumb Award (2008)
• Mentored Section Directors/Area Directors
• Advanced Coach Instructor (B Coach)
• Intermediate Referee
Experience outside AYSO:
• Board Member Swan Creek Village HOA
• President Swan Creek Village HOA
2011-2016
2013-present
making correct decisions even when they are difficult
rather than taking the easy route. If re-elected, I will be
able to hit the road running as there won’t be a learning
curve. My desire is to see AYSO work better as a team
while focusing on the needs of our organization. I have
experienced the same challenges and issues that are
currently being faced by both parents and volunteers
and will work side by side with all to overcome obstacles
and achieve success.
Directors.
Through 30 years of volunteering for AYSO, I have
served in various leadership positions at every level
providing me the background necessary to be an
effective board member. Over the past six years, I
have served one year as National Secretary, three
years as National Vice President and two years as
a board member. I have demonstrated the ability to
work as a team with fellow board members to achieve
common goals, balance the budget and make difficult
decisions to bring AYSO back into the competitive
market and to evaluate future needs of each region,
area and section within AYSO. I have tackled many
difficult issues assigned to me by the board and National
President concerning discipline and due process and
have helped struggling sections become successful.
Some of the qualities I possess include good
leadership and visionary skills, the ability to make
difficult decisions even when they are unpopular and
work with fellow board members to complete board
assignments in an honest and trustworthy manner. I
am a good listener and always listen to both sides
of a situation before making a decision. I have the
ability to work with all levels within AYSO and commit
to work hard to advance the AYSO mission. I display
a common sense attitude and ensure focus on the true
needs of each region, area and section within AYSO.
I have always had an open door policy whereby I
encourage each member of AYSO to reach out to me
30
on the NBOD with questions regarding policies or procedures that may
I will support the Structure and Governance Committee by reviewing
not be fully understood. As a contributing member of AYSO, I value your
governance documents for focus on the AYSO mission and goals of the
input because your boots are on the ground; you know what works best
strategic plan, ask questions as necessary to ensure understanding and
for your geographical area.
provide input as applicable. Whenever possible, I commit to reviewing prior
In my opinion, the role of the AYSO NBOD is to ensure compliance with its
governing documents, contribute firm strategic direction, set overall policy
and targets, define goals, evaluate performance against agreed targets,
protect the good name as well as the philosophies of the organization,
ensure effective and efficient administration of the organization and ensure
the financial stability of the organization. Additionally, the NBOD appoints
the National Executive Director and monitors his/her performance.
If re-elected, I will support the above statutory duties by using my specific
skill set including the knowledge and experience I have gained through
working on the board for six previous years assisting them in reaching
studies about our brand, structure and governance in an effort to form an
unbiased opinion. I will use my knowledge gained through this process as
a tool to support the areas under evaluation and assist in making decisions
and setting priorities.
If re-elected, I will assist in enhancing and implementing a new governance
structure by suggesting a talent review as an essential first step for all
executive members. This review would assess strengths and weaknesses
and determine where additional team building and training may be needed.
The training could include motivational aspects and follow through will be
critical component. Assignments could then be made by mutual consent,
based on who has the expertise to make certain decisions and determining
how the decisions should be made.
sound decisions. I have a good understanding and acceptance of the legal
duties, responsibilities and liabilities of this position including scrutinizing
board documents, leading discussions, focusing on key issues by providing
advice and guidance on new initiatives or other issues in which I have special
expertise. I am committed to the success of the AYSO organization and willing
to devote the necessary time and effort required to achieve our strategic
goals. I have the ability to think creatively and am willing to speak my mind
even when my opinion may be unpopular. I display good, independent
judgment and have the ability to work effectively as a member of the NBOD
team maintaining a positive working relationship with fellow board members.
AYSO is at a crossroads in their growth. We can either expand into new
areas such as Academy-Club or stay status-quo as a recreational soccer
league. Membership has steadily declined since 2007. The March 2016
NBOD finance report presented to the board on March 30, 2016 shows AYSO
down 15,500 players, a 3.4% decrease from FY 2014/2015. I believe one of
the reasons we are losing players is because we do not currently offer the
competitive component. We have experimented with various competitive
programs such as Tournament Teams, National Games, AYSO Plus, AYSO
Challenge and AYSO Extra. Some of these programs still operate successfully
but are not sufficiently increasing our overall numbers. I believe we are on
the right track by introducing the Academy-Club Program. I plan to provide
leadership, direction and support as applicable to those responsible for
driving the Academy-Club programs to achieve and surpass goals and
objectives of the AYSO business and strategic plans.
Additionally, I will
assist in analyzing, planning and developing the Academy-Club programs;
assist in monitoring fiscal conditions, discuss with team members and make
recommendations for changes as necessary.
To strengthen board composition and leadership continuity, I would take
action to improve the working relationship among current and new executive
members. This would include opening the lines of communication among
all executive members, achieving common goals as a team and sharing
pertinent information in a timely manner.
31
JEFFREY STERN
CANDIDATE FOR NBOD
ABOUT JEFFREY
• Age - 64
• Home - Chicago, Il.
• Married to Linda for 38 years
• Children - Scott, 34; Adam, 30; Alexa, 25
• Grandchild – Etta, 2
• Cornell University, BS 1973
• University of Michigan, MBA 1975
AYSO Experience:
Region 418, 1987-1992, 2013-present
• Coach, Referee, Board Member, Division Head Coach,
Co-Chief Referee, Regional Treasurer
CONTACT
(847) 530-2994
jeffstern5@gmail.com
Region 425, 1992-2013
• Coach, Referee, Board Member, Division Head Coach,
Regional Coach Administrator
Maybe this is an overused term, but AYSO is at
somewhat of a crossroads. The youth soccer environment
has changed substantially over the years and AYSO
must adapt or else be negatively impacted. While it
was not my intention to seek a 4th term on the Board
(which is why I didn’t submit my name to the Nominating
Commission), I became convinced that in light of our
attempts to stay in step with the youth soccer world, a
certain level of continuity on the Board was important
going forward with our Strategic Plan and that I could
offer that for the next 3 years. Additionally, I’m on the
board of a large region that has successfully integrated
Extra, Academy/Club and U5 and is discussing how to
institute the Playground program. So I can also offer that
experience to the NBOD. Looking at all this, I decided to
submit a 6 signature petition in order to run for the Board.
Directors.
Serving on the NBOD for 9 years in the roles of
Area 6D 1992-1997
• Area Director of Referee Instruction
treasurer and vice-president speaks for itself. In that
Section 6
• Co-Director of Youth Referees 1995-1997
• Section Referee Administrator 1997-2002
• Section Director 2002-2007
as well as being the NBOD Liaison to the Coaching,
Other
• Advanced Coach, National-2 Referee
• Advanced Referee Instructor
• National Instructor Trainer
• National Games 2006 Assistant Venue Director
• AYSO National Treasurer 2007-2014
• AYSO National Vice-president 2014-present
• National Referee Commission
• eAYSO Volunteer Functional Team & Commission
• Operations Commission
• Finance Commission
• Endowment Fund Commission
• National Coaching Advisory Commission (NBOD Liaison)
• National Referee Advisory Commission (NBOD Liaison)
• eAYSO Commission (NBOD Liaison)
• IT Task Force (NBOD Liaison)
• AYSO Liaison to USSF
• National System and Software Commission
(NBOD Liaison)
• 2016 National Games Task Force
Other Volunteer Work:
• Co-Founder & past Commissioner of Chicago Area
Soccer League (adult), High school referee
• Commodity trader, member of Chicago Board of
Trade since 1973
32
time, I’ve been on various commissions and working
groups dealing with all aspects of the organization,
Referee and eAYSO Commissions. Additionally, for the
last 6 years I’ve acted as AYSO’s Liaison to USSF, so
have been involved in our activities with them. During
my time on the NBOD, I was also on the Region 425
board in various roles and, after moving back to
Chicago from the suburbs, re-joined the Region 418
board as treasurer. (I started in that region in 1987.)
Prior to joining the NBOD, I was Section 6 Director and
before that, Section 6 Referee Administrator. During
my time as SRA, all SRAs were part of the National
Referee Commission, so I served on that group, too.
The NBOD has the overall responsibility for every
aspect of the organization. It ultimately determines
what programming AYSO offers to the public and the
content of that programming. It then delegates delivery
of that content to the Sections, Areas and ultimately,
the Regions and provides the methods by which that
occurs. Because AYSO is a single-entity organization,
the Board must also oversee all of its business aspects,
including insurance, legal and finance. But it doesn’t do
this in a vacuum. It has to be aware of the larger youth
soccer environment, while working with and listening to
the Sections, Areas and Regions about how to best offer
our overall program. All of this—the Board’s fiduciary
duties as detailed in our corporate documents, the
associated operational requirements and the overall
organizational operating methodologies—have to be
kept in mind as an NBOD member.
The Academy-Club program is a necessary part of the current youth
soccer environment for some regions. If they don’t offer it, someone else
will offer something similar and attractive to the local market. The region of
which I’m part, 418, is a model for supporting this Strategic Plan goal. While
I was not part of the Region when the club component was started, I was
aware of what was happening, including dealing with some problems while
Section Director. Since returning to the region in 2013, I have been able to
observe and help with the club component’s implementation, so can pass
useful practical information about it on to the NBOD and other volunteers.
This includes methods that help to keep these types of programs consistent
with AYSO’s overall philosophy and management style, which would include
maintaining the position of our core program as the most important part of
our organization.
For virtually its entire existence, AYSO has adhered to the region/area/
section/national model. Perhaps it’s time to review that model with an eye
on the future. We must have a structure that is most efficient for delivering
our programs. This could include more sections or maybe less. The same
goes for the areas. Maybe we need to change some section and/or area
boundaries. Perhaps we need assistant SDs or ADs with certain specific
responsibilities that are consistent across the country. Whether we keep
the same structure or change, we have to give our management the right
tools and training in order to be as efficient as possible. So we would have
to review how we provide the tools and deliver the training. Additionally, we
have to review the corporate business structure of AYSO. In that light, I have
submitted a Bylaw change proposal related to NAGM voting.
33
EILEEN TABERT
CANDIDATE FOR NBOD
ABOUT EILEEN
Personal:
• Married 39 years to Herb Tabert. Mom of 3 children;
Chip, Erich and Natasha.
• Bachelor of Science degree in Child Development and
Family Relations.
• Co-owner with husband of our travel agency
CONTACT
(801) 244-1496
etabert@me.com
AYSO Experience:
Regional
• Regional Commissioner 3 yrs
• Regional Tournament Director 3 yrs
• U 16 Coach 1 yr
• Treasurer 4 yrs
Area
• Area Director 6 yrs.
• Assistant Area Director 1 yr
• Area Management Admin 3 yrs
Section
• Section Director - 2009 to present)
• CVPA
National
• RC Training Instructor – Class 1 to present
• AD Training Instructor 5 yrs
• EXPO Management Instructor
Task Forces:
• Chair, Section Meeting–1 yr
• EM Expired Term 2 yrs
• RAP/AAP Assessment 4 yrs
• Extended Play 2 yrs
• Strategic Plan: Volunteer Development 2 yrs
Commissions:
• Programs and Education 2 yrs
• Development 1 yr
• NBOD Nominating 5 yrs
• National Management Advisory 4 yrs
(Chair 1 yr 4 months)
• National Tournament Advisory 1 yr
USSF Appeals Committee member 2 yrs
Assistant National Secretary to NBOD 1 yr
Accomplishments/Awards:
• Chair, NMAC 2008-2009
o Teamed with Rosanne MacPhail for creation
of RC Training
o Developed RC Training format and curriculum
• AD caucus facilitator May 2004 – 2008
o Transformed format to positive, productive
environment with change recommendations to
NBOD and NO and issue resolution follow up
o Created facilitator training
o Managed facilitator selection
• President’s citation of Excellence May 2006
• National Management Spirit Award 2008.
• Section of the Year - 2010 & 2011
• Green Thumb Award in 2010, 2011
Professional/Work Experience:
• BS degree: Child Development & Family Relations,
includes education curriculum development
• Director preschool for 2 preschools
• Curriculum author for AYSO management program.
• Being co-owner of our travel agency affords me an
understanding of customer service and its related issues
and general understanding of managing a business.
34
AYSO has celebrated more than 50 years in the soccer
community. Many things have changed since its humble
beginning in 1964 and will continue to change as its
forges through another 50 years. Our organizations
ability to adapt to a changing soccer and business
climate is paramount in ensuring our relevance and
survival. While change is necessary, if done correctly
it doesn’t have to be a time of high stress, frustration or
difficulty! I believe the key to good change management
is excellent communication and a clearly defined process!
With over 21 years of experience as a volunteer
moving through the hierarchy of AYSO, I have honed
my leadership, management, decision making, and
communication skills, which I will use as a member of
the board of directors as they face the future decisions
that must be made.
In my leadership roles, I have learned that when
changes need to be made, it is easier to get support
of the executive members by sharing information and
giving opportunity to have input. I will be an advocate
for executive member inclusion in the discussion phase
of decisions that may potentially have direct impact on
regions, areas and sections whenever possible.
I learned volunteerism from my father. I watched him
give often of his time and talents. From him I learned that
volunteers could indeed make a world of difference when
working in concert with others for a common goal. With
this in mind I ask for your vote as I run for the National
Board of Directors to represent your best interests.
Directors.
Professionally I have worked in numerous preschools
as the Director. I was responsible to manage the overall
facility and its programs. I was also instrumental in
developing the curriculum for 2, 3, and 4 yrs olds.
As a co-owner of our travel agency my primary
responsibilities are to manage the finances, the customer
base, travel bookings and customer communication. I
keep current by participating in continuing education
and trade shows of the industry.
I have volunteered in my children’s elementary, middle,
and high schools as a teachers aid and chaperone on
school trips.
All of the above require organizational, administrative
and leadership skills which are needed as a member
of the board of directors.
As the NBOD endeavors to keep AYSO relevant in the
soccer community, I believe my skill sets will be beneficial
in helping the NBOD communicate early and often
regarding issues, discussion and decisions that will have
an impact on how regions, areas and sections operate.
I believe the primary role of the National Board of Directors is to be strategic
planners and policy makers for the organization. They should also ensure
the National Office is carrying out the strategic plan and providing customer
friendly support to the AYSO members.
I am a supporter of the AYSO Academy-Club program. As the Section 9
Director I submitted an application with guidelines to run our own program.
With approval we have moved into the club circuit with enough players to
have gained a seat on the UYSA board. If elected to the National Board I will
be an advocate for continuing support of the National Office in completing
the program and roll out on a National level. I would like any section who
believes AYSO Academy-Club program will enhance their overall program
to have a basic structure with all supporting forms and documentation to
get it up and running.
A mother looking for a soccer program for her son emailed me asking
a lot of good questions about opportunities for her son in AYSO. At the
end of our conversation I realized with our strong primary programs, VIP,
EXTRA, and AYSO Club in Section 9 we truly offer soccer at whatever
level a player seeks. AYSO has become a real competitor in our soccer
community! That was a powerful realization, one I’d like every section that
desires AYSO Club to have.
In all my leadership positions I have seen and experienced some of the
challenges faced by other executive members. Since we are a volunteered
based organization I firmly believe we need to find ways of making the
jobs of our volunteers easier not harder! We need to find ways to make it
easier to get the necessary training we ask of volunteers. We also need to
streamline our processes so volunteers can spend time on doing things that
improve their local programs to live up to AYSO’s Vision to provide world
class youth soccer programs that enrich children’s lives. If elected to the
National Board I will constantly work and speak out if necessary to ensure
we aren’t making decisions that make it harder to volunteer! I will advocate
for seeking input from the executive membership on things that present
barriers to our current volunteers and to recruiting future volunteers to run
the regions, areas, and sections.
35
CAROLYN TAYLOR
CANDIDATE FOR NBOD
ABOUT CAROLYN
CONTACT
(810) 656-8006
caretay@yahoo.com
Personal:
• RC Region 1106 2003-2006
• AD Area F 2007-2013
• SD Section 8 2012-2015
• Team Coach 2003-2012
• Strategic Plan Structure and Governance
Committee 2012-2014
• NAGM Task Force 2013-2014
• Current Asst. AD Area F
• Current SCVPA Section 8
• Mike Fultz AYSO Warrior Award 2012
• U6-U12 Coach Certified
• Management Instructor
• Management certifications: Auditor, CVPA (Region &
Area/Section), Treasurer, Registrar, Safety Director,
Basic Management, Intermediate Management, Area
and Section Staff Training
• AD Trained 2007
• CDC Training
• Held the 1st successful RC training in Michigan
June 2013
I have been a volunteer with AYSO since 1999; holding many
various positions. I assist with our local High School band
program and Quiz Bowl program for the past 13 years. I have
recently returned to the work force and after 3 weeks on the
job, I was offer a promotion with much more responsibility. I
will be now assisting with setting prices and assuring that a
profit is being made on the items sold.
Having served in many positions over the past 17
years with AYSO in various leadership roles, I feel that I
can bring “new blood” to the NBOD. I think that having
representation from all areas where AYSO is located is
essential to aid in the growth of AYSO. I will bring my
knowledge of the smaller regions [under 500 players] to
AYSO and how they struggle with many different things
in AYSO. My motivation to run for the NBOD is simple, I
want to help AYSO grow and having the knowledge of
the smaller regions within AYSO is a great asset.
Directors.
Having held many various positions with in AYSO
and serving as the Section Director for 3 years in
Section 8, I bring the “out of the box” thinking, and
the ability to manage my time very well. I have met
deadlines when given, and research things before
making critical decisions.
The role of the NBOD is to maintain the governance
of AYSO, review training material and continually update
them, support all volunteers of AYSO and maintain the
transparency with in AYSO to the membership. If I am
elected I will do my absolute best to support all and
work together.
QUESTION 3 - AYSO Academy-Club opportunities is
listed as Goal Number One in the Strategic Business
Plan recently approved by the National Board. Please
identify how you will support this goal, including stating
I think this program has great potential for a lot of
regions/areas in AYSO. I will first learn more about the
AYSO Academy-Club and talk to those operating this
program and see how it can be expanded for other
regions/areas.
QUESTION 4 - “Enhance efficiency governance
structure and practices” is listed as Goal Number Five
in the Strategic Business Plan recently approved by the
National Board. Please identify how you will support
this goal, including stating your views on enhancing
efficiency within AYSO’s governance structure and
practices.
I believe that the board should continually strengthen
their leadership and composition. Strong leaders are
ones who are willing to listen and not make decisions
on what is best for a specific region/area /section;
but are willing to make those decisions if it is best for
the majority of the membership. Re-assessing the
governance structure is something that any business/
non-profit should do regularly. By doing this it helps the
organization grow and that is what we need AYSO to do.
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37
MATTHEW WINEGAR
CANDIDATE FOR NBOD
ABOUT MATTHEW
AYSO EXPERIENCE:
• REGION 304: Regional Commissioner (2006-2009),
ARC, CVPA, Safety Director, RDRI, Management
Administrator (current position, Region 304)
• AREA 10W: Management Administrator, 2010-present
• NATIONAL: Development Commission, 2011-15; Chair,
2012-15; Nominating Commission, 2015; Chair, National
U-4 Task Force (present), “AYSO Field Guy”
• CERTIFICATIONS:
o Advanced Referee
o Advanced Management Instructor
CONTACT
(805) 701 6747
mattwinegar@gmail.com
PROFESSIONAL EXPERIENCE:
• President And Principal Of Sitespacific,
Inc., A Land Use Planning And Management
Services Firm Based In Ventura, Ca.
(www.sitespacificplanning.com )
• Almost 40 Years Of Municipal Planning And
Infrastructure Management Experience, Including
20 Years As Director Of A 60 Staff Member Department
(Planning, Building, Traffic And Transportation, Project
Management) With An Operating Budget Of $6.5M,
And A Capital Budget Of Up To $100M/Yr
• Experienced And Trained In Mediation, InterestedBased Negotiation, And Organizational Development
• Certified Management Trainer
• Certified Planner
NON-PROFIT EXPERIENCE:
• Gull Wings Childrens Museum (Oxnard Ca), Member,
Board Of Directors, 1994-99; Vice President, 1996;
President, 1997-99
• Oxnard Downtown Management District, Member,
Board Of Directors, 2008-2013
• American Planning Association, Central
Coast Section, Member, Board Of Directors, 1980-85
ACCOMPLISHMENTS:
• AYSO Platinum Region Every Year During My Tenure
As Regional Commissioner (First Time, And Continuing
To Present)
• Reinstituted Annual Region Fund-Raising Tournament,
And Continue To Serve On The Tournament Committee
I am running for the National Board of Directors for
several reasons. First and foremost, I was asked by
several Executive Members to consider running for
the NBOD and it is an honor to do so. Many Executive
Members and volunteers that I talk to are concerned
about three principle issues: 1) A lack of communication
between the NBOD, the National Office, and volunteers,
2) A perceived lack of transparency regarding the actions
and activities of the NBOD, and 3) A lack of appreciation
for the contributions and experience that volunteers
make to the success of the Organization. As someone
who has been involved as a leader of an AYSO national
commission and a task force, I share those concerns and
I believe they can be readily addressed and resolved.
The National Office simply cannot provide all of the
necessary services that it takes to successfully maintain
our core programs at the regional level. Much of that
support must come from other AYSO volunteers. Yet
the NBOD has eliminated much of the significant
volunteer services that were provided by the former
AYSO commissions. Some, but not nearly all of those
efforts are now being conducted by “task forces”.
I
fear that the contributions of many of our bright and
experienced volunteers are being pushed aside in the
name of expediency. I think we can do better.
In summary, if elected I will advocate for the following:
• A reassessment of our organizational structure and
volunteer participant model
• Improved communications between the NBOD,
National Office, and volunteers, including better
utilization of “The AYSO Insider”
• Improved transparency concerning the agendas
and minutes of the NBOD, a requirement for more
timely production of minutes, and limiting executive
session items
• Clear and measurable performance expectations
for the NED and key staff
Directors.
I have served in many leadership positions, both
professionally and on four non-profit boards of directors.
I served as president of two of those boards, including
a children’s museum, providing strategic and fiscal
oversight and policy direction to a paid executive
director and staff. I am familiar with the financial and
management challenges that face many non-profit
organizations. I adapted a strategic planning model
for my regional board when I was appointed regional
commissioner. This model has been used as an
example for other regions in Section 10 as well.
Professionally, I have lead the activities of several
municipal departments, including a public works
department that managed the development and
construction of numerous large capital projects. The
38
staff of the development services department managed the planning and
development of thousands of new homes, as well as shopping centers
and industrial complexes. This was all accomplished through the creation
and performance of multi-disciplinary teams.
In my role as the Chair of the National Development Commission and
now the National U-4 Task Force, I have lead efforts to attract and retain
new players and provide support and recognition of our volunteers. These
efforts have resulted in the fostering and launching of the following:
• The new U-4 programs: AYSO Playground Soccer and
Playtime Adventure
• AYSO Labs
• The President’s Circle
•
The AYSO Field Guy
•
Development of a Regional Marketing Director job description (with
the National Marketing Commission)
I am and will continue to be an “Every Saturday” volunteer. I referee every
Saturday during the regular season and Area and Section playoffs (look
at my Facebook profile) and I am on our Region Board and referee staff.
I believe the NBOD needs more members who are out there supporting
coaches, referees, and team parents and experiencing what is needed
at the grass-roots level.
As discussed above, I have served in the capacity of both a non-profit
board member as well as staff of a city governed by an elected city council.
I have several observations about this question. First, again to my
knowledge, I have never seen a reference to the adoption of a Strategic
Business Plan in NBOD minutes or discussed in the “AYSO Insider” That
doesn’t mean neither of those things occurred, but as someone who considers
himself somewhat aware of what is going on at the National level, I only became
aware of it as part of my NBOD Question and Answer packet. This goes to
my “communication issue”. Second, the Objectives listed under this heading
are “1. Strengthen board composition and leadership continuity. 2. Review
governing documents for focus on mission and goals of strategic plan. 3.
Re-assess governance structure”. I have no issue supporting Objective #2.
Items 1 and 3 give me pause. As far as Objective 1 is concerned, as long
as there are elected board members and a one year term for the National
President (NP), there is going to be the potential for a lack of leadership
continuity. I’m not sure how you strengthen the composition of an elected
board. That is a judgement for the Executive Members to make. With regards
to Objective 3, I believe an organization should periodically reassess how it
functions (or doesn’t function) and make adjustments accordingly. I would
not support changes that further diminish volunteer participation, but I do
think there is a need to clearly define the roles and boundaries of the NP
and NBOD members and the role and responsibilities of the NED. This
absolutely should be done before attempting to recruit a new permanent NED.
I have a clear notion of the distinction between to two roles. I believe the role
of the Board is to 1) understand the needs of their constituents (executive
members), 2) hire a competent executive director (NED), 3) establish
clear expectations for key results, 4) periodically review the performance
of the NED and the fiscal condition of the organization, and 5) inform the
membership of the performance of the organization. I believe there is room
for improvement in all of these areas.
The Academy-Club program was evaluated as an AYSO Labs project
by the National Development Commission, of which I was Chair. As Chair
I promoted a player growth strategy called A.R.E.-Attraction, Retention,
and Expansion. The Academy-Club program addresses a retention need,
and may over time attract new players as well. I support a full range of
AYSO program offerings that serve players and parents who find the AYSO
Philosophies appealing. And while I support the Academy program as an
element of that strategy, I think it needs to be recognized that it appeals
to a rather limited number of players. Therefore, scarce National AYSO
resources need to be allocated accordingly and revenues generated to
make this program self-supporting. This is also a topic that I believe could
benefit from additional communication and transparency.
As chair of the National U-4 Task Force, I believe that programs such
as U-5 Jamboree (now Schoolyard Soccer) and AYSO Playground Soccer,
(which is Strategic Business Plan Goal Number TWO!) that drive players
to our Core program, would benefit from significant NBOD and National
Office support as well. After all, these programs have the potential to
actually increase our player count on an annual basis and consequently
help AYSO’s financial bottom line.
39
JANET BRAUN
CANDIDATE FOR NATIONAL PRESIDENT
ABOUT JANET
CONTACT
(626) 808-5473 (cell)
(626) 799-0707 (home)
braunjanetL@aol.com
janetbraun2@gmail.com
AYSO Experience:
• National Board of Directors, 2015-present
• National Legal Commission, 2008-present
• Area Director (1C), San Gabriel Valley
(14,000 players) 2006-08
• Regional Commissioner (214), South Pasadena, CA
(2,100 players) 2003-05
• Regional Board Member (214) 2000-08, positions
included Assistant RC, VIP Director, Tournament
Director and Secretary
• Coach 1995-2013
• Regional Referee
• VIP Coach 2002-07
• 21-year AYSO Volunteer 1995-present
• Recipient, R214 Regional Commissioner’s Award 2006
Nonprofit Board /Leadership Experience:
• Current Vice-Chair and Past Chair (2014-16), South
Pasadena Public Safety Commission
• President, Women in South Pasadena Political Action
• Flintridge Preparatory School, Board of Trustees (200814), including 3 years on the Executive Committee and
Chair of the Academic Affairs Committee
• Boy Scouts of America, San Gabriel Valley Council,
Board of Directors, Executive Board and Vice President,
Marketing (2010-14), and Greater Los Angeles Area
Board of Directors (2015- present)
• Pasadena Ronald McDonald House, Board of
Trustees (2009-12)
• President, Flintridge Preparatory School Parents
Association (2006-08)
• Girl Scouts Mt. Wilson-Vista Council, Capital Campaign
Cabinet (2005-07)
• President, Crestview Preparatory School Parents
Association 2003-05, and Strategic Planning
Committee 2003
Professional/ Work Experience:
• Corporate lawyer for over 25 years, with broad
experience including mergers and acquisitions,
corporate finance, corporate governance and
general business matters
• O’Melveny & Myers, Los Angeles, CA
• Associate General Counsel, Santa Fe International
Corporation, a multi-national, oil drilling
services company
• Associate General Counsel and Corporate Secretary,
NeXstar Pharmaceuticals, Inc., a publicly-held
biotechnology company
• Co-Founder and General Counsel, Brightside
Innovations, Inc., a start-up technology corporation
• General Counsel, HBT Labs, Inc., Brea, CA
• Education: Ohio State University, J.D. 1985 and B.S.
Industrial and Systems Engineering 1982
• Married 29 years; three children, Kristin (26), Kevin (23)
and Brian (20), all AYSO alums
• Played on first Cincinnati-area girls soccer team in 1969
and played SAY soccer 1970-76; played on high
school’s first girls varsity soccer team
40
AYSO is the best youth sports organization in
the country. AYSO’s reliance on our six underlying
philosophies and volunteer efforts creates positive
and healthy opportunities for children, adults and
communities. I am running for President of AYSO because
I am concerned about the 25% decline in AYSO player
registration over the past 8 years, direct player costs
that represent only 19% of player registration fees and
my perceived growing sense of dissatisfaction within
the organization. We need to change the direction of
AYSO by returning more control of local programs to
Regions, Areas and Sections and bringing a renewed
and infectious sense of positivity back to AYSO.
AYSO must recognize our fundamental strengths
and capitalize on what we do better than any other
organization. The primary focus of our national
organization should be developing soccer programs,
volunteer training and support and player and volunteer
safety. We need to understand and acknowledge
that growth and strength are derived from our local
programs and that our volunteers are in the best position
to assess their local environments.
Specifically, our
priorities should be as follows: (1) Develop and provide
a variety of relevant soccer programs from which our
local Regions and Areas can choose, based on their
communities’ needs; (2) Provide more autonomy to local
Regions and Areas, within the confines of AYSO’s six
philosophies, to operate their programs to meet their
needs, and return Section meetings to Sections and
Areas to address issues relevant to their volunteers
and local programs; (3) Provide current, accessible
and useful training to our volunteers; (4) Ensure player
and volunteer safety; and (5) Lead the organization
forward with a renewed sense of “positive coaching”
and “good sportsmanship”. I believe I have the strategic
vision, leadership skills, business expertise, positive
approach and passion to help guide AYSO forward.
QUESTION 1 - What qualifications do you possess, both
professionally and as a volunteer, that demonstrate
your ability to lead AYSO as National President?
I have participated in AYSO as a volunteer for 21 years
in numerous capacities, served as a Board member
and leader of many other nonprofit organizations and
worked as a corporate lawyer for over 25 years. As
a result of this experience, I possess the leadership
skills, vision and knowledge to lead AYSO forward as
National President.
As an AYSO volunteer, I have been an RC of a 2,100
player Region in which we re-built our referee program,
developed new fields, re-established community relations
and increased player registration by 10%. As an AD of
a 14,000 player Area, I helped unite nine diverse regions
as a collective and supportive group. As a member
of the AYSO Legal Commission for the past 8 years, I
have advised both the Board and President on many
governance and operational matters. As a member of
the NBOD for the past year, I have become acutely aware of the challenges
and opportunities for AYSO going forward.
As an Area Director, I helped unite a diverse group of nine regions by
I have been involved in many other nonprofit and volunteer organizations
emphasizing that the Regions needed to support each other and build unity
and have acted as president or chairman of several of them, most recently
among neighboring communities. The RCs responded, and each Region
establishing a new volunteer emergency preparedness team in my city. I
offered the assets and resources that it could for the benefit of the Area as
have insight into the best practices for organizations like AYSO which rely
a whole. I worked hard to rebuild the Area’s Upper Division program, which
on volunteers to carry out their missions, and I fully comprehend the need
required taking some unpopular positions. By providing support to our
to empower and motivate volunteers.
referees and establishing and enforcing clear rules, the program flourished,
In my professional career, I have focused on corporate transactions, including
contract negotiations, finance, employment matters and litigation oversight,
knowledge of all of which is critical to the AYSO National President role.
with the support of referees, coaches, players and families.
As a member of the Legal Commission, I have provided guidance to
the Board and President on a number of issues, many of them related to
AYSO needs a President who is a strong leader with a vision to grow our
governance of the organization. As a member of the NBOD for the past
program and work with our volunteers. I have demonstrated leadership,
year, I have asserted my opinions and positions for the betterment of our
analytical ability, creative problem-solving skills and the work ethic necessary
organization, even when I am in the minority.
to lead AYSO as National President.
QUESTION 2 - How Will You Work To Support The Goals Contained In
The New Strategic Plan Recently Approved By AYSO’s National Board
Of Directors?
AYSO needs to provide our outstanding program to more children and
families. It will take hard work with volunteers throughout the country and
may require some unpopular decisions. I have the experience, work ethic,
courage and tenacity to get the job done.
First, AYSO needs to roll-out a menu of innovative and relevant soccer
programs that addresses the needs of our diverse AYSO Regions. These
programs and attendant training materials must be one of our top priorities
as an organization.
Second, AYSO must recognize that more training and education needs to
be provided and completed at the local level. While online training is practical
for certain functions, many of the responsibilities within a Region require
hands-on training and sharing best practices with other local volunteers.
We need to reinvent the EXPOs and return to local Section gatherings to
facilitate both program and volunteer training and networking opportunities.
Third, as a single corporation, AYSO faces complex fiscal oversight
issues. Our Regions are diverse in size, geography and maturity within
their markets. At a national level, we must provide both fiscal support and
incentives for financial self-governance. Regions with the necessary local
resources should be provided the option for more self-governance and
thus more fiscal responsibility, provided that player and volunteer safety
will remain absolute imperatives of the national organization. Fourth, AYSO branding and marketing are critical to our organization.
Marketing must be embraced by our local Regions as a priority. Growth will
come from local marketing efforts, but we must provide support at the national
level and continue our efforts to promote and expand our outstanding brand.
Fifth, I have had many opportunities as a member of the Corporate
Governance task force and Legal Commission to review bylaws, rules and
regulations and other AYSO governance documents. AYSO must modify and
simplify our governance structure, with an understanding that our local Regions
are the backbone of our organization. We need to simplify procedures and
remove barriers to the efficient operation of our Regions, Areas and Sections.
QUESTION 3 – How have you personally provided leadership to AYSO
volunteer management?
I have provided leadership to AYSO volunteer management on many levels
over 21 years. At the Region level, I co-founded our Region’s VIP program,
which I also coached for 5 years, built fields, helped restructure and rebuild
our Region’s referee program, reaching out to neighboring Regions for help
and guidance, and established a positive attitude and strong AYSO brand
within our community. I worked extremely hard with our Region volunteers
and community leaders, and sometimes took unpopular positions for the
good of our organization. I was honored with the Regional Commissioner’s
award after my term as RC.
41
MARK STEWART
CANDIDATE FOR NATIONAL PRESIDENT
ABOUT MARK
• Married to Cristi Stewart
• Two sons: Cory and Kyle, three grandchildren
CONTACT
(808) 223-9412 (cell)
MarkStewart@aol.com
AYSO Experience:
• Regional Safety Director: Region 100 Kailua, Hawaii 1982-1983
• Asst. Regional Referee Administrator: Region 100
Kailua, Hawaii - 1983
• Asst RC: Region 100 Kailua, Hawaii - 1984-1985
• Regional Commissioner: Region 100 Kailua, Hawaii 1986-1990
• Co-founder and Tournament Director of Windward
Classic Tournament - 1990
• Kirk Banks Tournament Director - 1991
• Area Director: Area 7 /0 - Honolulu Metro, East Oahu,
Windward Oahu - 1995-2000
• Section Director: Section 7 Hawaiian Islands 2001-2005
• National Games Staff: 2002
• Section 7 Developer: 2001-2005
• Liaison for various years for Sections
l,2,3,4,5,6,7,8,9,10,11,12,13 14 and 99
• National Vice-President: 2006-2014
• National President 2014 -2016
Honors, Accomplishments and Certifications:
• Advanced AYSO Coach
• “B” coach certified
• N2 Referee
• Grade 2 Coach Instructor
• Grade 5 Regional Teacher
• Advanced Mgmt. Instructor
• National Section of the Year 2003 & 2005
• Endowment Fund Commission: 2001-2014
• Management Commission Liaison: 2005-2009
• Coaching Commission Liaison: 2010
• Management Task Force: 1998
• Chair: National Office relocation task force
• NED Search Committee
• President, Principal Broker :Stewart & Assoc., Inc. Real
Estate Sales & Property Management
• Past Chair: Honolulu Board of Realtors Central Region
(Metro Honolulu and Waikiki)
• Chair: Honolulu Board of Realtors Mediation Council
• Board Member: Honolulu Board of Realtors
• Charter Member and Instructor : Oahu branch National
Assoc of Residential Property Managers ( NARPM)
The last two years the NBOD has been actively
engaged in managing a major structural change in the
way we do business.
I am again offering my candidacy to continue to lead
and facilitate the re-engineering of our business to meet
the challenges of the rapidly changing market place.
It is no secret that today’s competition for parents
and players is fierce. The competing dynamics for
those players and families that engage in soccer is
continually evolving. Ambitious new competitors are
arising in every market across the country every day.
We must recognize that business as usual or a status
quo approach to the organizations future will not lead to
the desired growth or long term sustainability.
Winners will win bigger, and the rest will fight harder
for what’s left. I want to make sure we remain a winner
because what we do is unique and worth fighting every
single day for.
To achieve our strategic vision there are still many
important operational and financial needs we must
continue to address.
Having had experience at all levels of executive
membership I have a deep understanding of the
challenges AYSO faces every day. I know I can continue
to be an effective leader of your team to lead AYSO into
the 21st century and beyond.
QUESTION 1 - What qualifications do you possess,
both professionally and as a volunteer, that demonstrate
your ability to lead AYSO as National President?
Having run my own successful real estate brokerage
company for over 25 years I bring to the table a strong
background in fiscal accountability and corporate
knowledge.
I will continue to bring to AYSO my management
knowledge and experience to help facilitate responsible
business practices.
I have also served on other nonprofit boards, the most
current being a board of Directors member of the 6000
member Honolulu Board of Realtors (HBR). I am a current
member of the audit and governance committees and
have chaired the Professional Standards Meditation and
Ombudsman committee for over 12 years.
As a volunteer I have literally held every position in
AYSO, from coach, referee, regional board member,
Regional Commissioner, Area Director, Section Director,
National Board member to your National President.
This experience gives me a unique perspective of the
entire organization.
I have walked in your shoes, and understand the
challenges that every volunteer faces in balancing work,
family and our volunteer commitments.
In addition to having a strong business background,
I am a professionally trained mediator. The mediation
skills I have developed assist me in providing the
membership solid people skills, open communication,
common sense, and strong ethics.
42
This skill set is powerful and matched with my business background they
are a strong combination that I bring to continue to facilitate leading your
National Board of Directors.
QUESTION 2 - How Will You Work To Support The Goals Contained In
The New Strategic Plan Recently Approved By AYSO’s National Board
Of Directors?
It has been said that the function of leadership is to produce more leaders,
not more followers. I could not agree more.
I will continue personally making it my goal to make sure we produce
quality leadership in every aspect of our organization.
It is clear that to achieve the goals and strategic vision set forth in the
strategic plan that there are important operational and financial needs that
we will need to continue to address in our strategic direction and operating
model.
As President I have already taken lead and facilitated with the NBOD and
the National Office staff key action items in support of those goals
* For the first time ever we have secured marketing at a national level
with our partnership with Fox Sports 1. The level of national exposure and
value added with the video production of commercials and coaching video
is unprecedented.
*The RMS system from Blue Sombrero moves us to a management and
registration tool that is compatible with mobile devices and tablets and will
improve commucation at the local and national level.
*Financial structure of the NAP department was transitioned from a
passive data entry process to a proactive Financial Services Department.
The reimbursement system has been brought online by transitioning to
Chrome River which reduces the typical time of payment to seven to ten
working days which is twice as fast as before.
*We have created a new position at the National Office that will identry
specific target markets for the launch of existing and new programs, and
have strengthened our risk management with the hire of a full time paralegal
for the oversight of volunteer screening and legal matters ..
I will work to continue the support of the goals by keeping the board first
and foremost focused on what is best for AYSO and to provide transparent
and timely information to the membership. Communication is key; we
need consistent, modern and clear commucation channels to renew our
understanding that this is a shared partnership.
QUESTION 3 –How have you personally provided leadership to AYSO
volunteer management?
I have always viewed leadership as a collaborative effort, a banding
together if you will, with other volunteers to promote personal and quite often
professional development and growth. I have been able in the wide variety
of roles and responsibilities that I have had with AYSO to constantly promote
and provide education, leadership skills and resources to our members.
The leadership project that I am personally the most proud of was to have
helped , develop and deliver RC training.
Along with Rosanne McPhail and Eileen Tabert we were able to develop
and champion to the NBOD the first three pilot RC classes back in 2009. We
are scheduled to hold one of our largest classes in April with over 40 RC ‘s
in attendance. We have now trained well over 700 Regional Commissioners
from every section in the country, and will be holding our 25th class this
coming June. This training has provided our front line managers the skill
set to be effective leaders in their regions and has set the career path for
our future leadership in AYSO.
I have continued to have an ongoing role as an instructor and curriculum
developer for both RC and AD training.
I also have been a liaison to every Section during my tenure on the National
Board of Directors. In that role I have been able to mentor, advise and assist
the Section Directors in the management of their individual Sections.
43
FY 2016 BUDGET INFORMATION
The Annual Budget for the fiscal year July 1, 2016 to June 30, 2017 will be available for your review after May
17, 2016. To view or download a copy of the budget prior to the NAGM, log in to www.eayso.org and select
the Annual Budgets menu item as described in the picture below.
Please download a copy of the budget and bring it with you to the NAGM.
44
NOTES
NAGM INFORMATION BOOKLET
45
NOTES
NAGM INFORMATION BOOKLET
46
American Youth Soccer Organization
NATIONAL
ANNUAL
GENERAL
MEETING
May 27-29, 2016 Chicago, IL
AYSO National Office • 19750 S. Vermont Ave., Suite 200 • Torrance, CA 90502
800-USA-AYSO • www.AYSO.org

national annual general meeting

Transcription

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