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RESOURCE GUIDE RESOURCE GUIDE Table of Contents PART 1: Ultimate Organizations Organizational Structures . 7 PART 2: Ultimate Leagues Recruiting Players for Leagues . 19 Timing Strategy when Starting a League . 25 Field Acquisition for Local Leagues . 29 Recruiting and Retaining Women . 31 PART 3: Ultimate In Schools 10 Simple Steps To Starting a School-based Ultimate Team . 39 Starting an Ultimate Club At Your School . 41 Starting a High School League . 45 Traveling With a Youth Ultimate Team . 53 Growing Youth Ultimate Through PE Classes . 57 PART 4: Teaching Ultimate Ultimate In 10 Simple Rules . 61 Teaching the Spirit of the Game™ . 63 Teaching Self-officiating . 69 Coaching Youth League Ultimate . 71 Running a Youth Skills Clinic . 75 Starting an Ultimate Camp . 77 Ultimate Drills . 83 PART 5: Getting the Word Out Gaining Media Attention . 89 Building the Ultimate On-line Presence . 95 PART 6: Appendices Appendix A: Sample Camp Application Form . 98 Appendix B: Sample Camp Evaluation Form . 99 Appendix C: Sample Medical Authorization Form . 100 Appendix D: Sample Youth Chaperone Consent and Release Form . 101 Appendix E: Sample Waiver/Release of Liability Form . 102 Appendix F: Sample Player Information Form . 103 Appendix G: Sample Press Release Layout . 104 Appendix H: 10 Tips For Writing a Press Release . 105 USA Ultimate Resource Guide 3 PART 1 Ultimate Organizations Organizational Structures USA Ultimate Resource Guide 5 Organizational Structures The following chapter provides suggested guidelines and other helpful information for devel- oping a capable and stable organizational structure for a local Ultimate organization. In this chapter, “organizational structure” means the named positions in an organization and the authority and responsibilities that each position has. Organizational Basic organizational structures are structures important This chapter divides the types of positions in an Ultimate organization into four groups: Here are a few reasons why it is worth spending time and energy defining and improving the structure The board of directors The person or group at of a local Ultimate organization: the top of the organization, in charge of overseeing all that the organization does; Preventing volunteer burnout Local Ultimate organizations are fueled largely—if not entirely—by League and tournament-specific positions volunteer effort. Keeping volunteers feeling good Volunteers1 whose jobs are directed at a specific event, about their efforts and not feeling overworked helps such as a league or tournament; keep current volunteers involved…and a good organi- Year-round administrative positions zational structure can help with this. Volunteers whose jobs exist across multiple leagues Long-term stability In all local Ultimate organiza- or tournaments; tions, the people who keep the organization going will Paid staff Individuals who fill some of the roles of eventually move on, so the key to keeping things going one or more of the above categories working for pay is to develop the organization so that it is not too depen- as an employee or contractor. dent on any one person. Creating a solid organizational structure is one of the best ways to do this. Ultimate organizations of any size need a single structure in charge of overseeing the organization as Greater effectiveness Whatever the priorities of a whole—a person or a group responsible for every- a local Ultimate organization—whether increasing the thing the organization does. In most non-profit orga- number of players in the local area, teaching the sport nizations and many for-profit organizations, this job to new players or to youth, or increasing the variety or belongs to a board of directors. This chapter explains quality of playing options available—these priorities will be better accomplished with a good organiza- 1 Positions are assumed to be filled by “volunteers” unless otherwise stated. In this tional structure. chapter, “volunteer” includes those given some incentive or reward for their effort when the reward is small compared to “reasonable” wages for the job. For example, free league fees or a gift certificate. For most local Ultimate organizations, the -ma jority of labor is provided on a volunteer basis; paid staff is the exception. There can be some gray area between volunteer and paid positions, such as those for which a nominal stipend is provided. Stipends are discussed in this chapter under the sec- tion on paid staff. USA Ultimate Resource Guide 7 the benefits of a board (of directors) and then assumes Continuity and stability A board helps the organi- that a local organization has a board or some equiva- zation have continuity and stability whenever a volun- lent group at the top of the organizational structure. teer moves on. Volunteers always move on eventually, An organization’s first volunteers after its board and the local organization is much better equipped to will usually be volunteers devoted to running a par- handle these transitions if there are others at the helm ticular league or tournament. In a small organization— to pick up where one person leaves off. one with fewer than, say, 200 members—the board of Greater resources No matter how dedicated an directors can handle most of the administrative tasks individual is, a group of people will almost always be that exist across multiple events, tasks like managing capable of accomplishing more at a lower stress level. finances or buying insurance, leaving only event-spe- cific duties for other volunteers. These positions can be Volunteer recruitment A group of people will filled either by individuals or by teams (committees). tend to have more resources for recruiting new volun- Once an organization is large enough that the teers than an individual will. board can no longer handle administrative tasks while Improved odds of finding the highly- also managing all of its events (leagues, tournaments, motivated Volunteer organizations—even those etc.) and looking toward the future, it should create headed by a well run board—tend to rely heavily on year-round administrative positions. These volunteers the efforts of especially dedicated people, and finding handle specific administrative tasks in order to reduce these people tends to happen more if there are more the board’s workload and allow the board to focus on people to look for them. overseeing its events and planning for the future. Finally, both event-specific and year-round posi- Democratic representation A community of tions can be filled by paid staff people rather than vol- players will have diverse opinions, and a group will unteers. Most local Ultimate organizations do not have tend to represent those opinions more faithfully than the budget to support full-time staff, but those orga- an individual. nizations that have employed a full-time staff person report very positive results. If a full-time employee is Officers and Authority not feasible, there are a few less expensive alternatives An organization run mostly, or entirely, by volun- that are discussed below. As an organization grows, teers is one where no one, even its board of direc- employing paid staff becomes more and more impor- tors, will have much power. But a well-run board of tant for managing the organization’s affairs without directors can be highly respected by the organization’s burning out volunteers. members, and this is an important goal for the board to work toward. The board should choose officers—at a minimum, The Board of Directors three key roles must be filled by a certain person: An organization must have some person or group in 1. Chairperson or president One person given charge of the organization as a whole. (Otherwise, it is the job of facilitating the board’s work, its discus- not really a single organization.) This body supervises sions, deliberations, and votes; the chairperson the efforts of all the other volunteers and staff in the doesn’t have any authority over other board members, organization. In most non-profit organizations and many but does have some authority to start, stop, or direct for-profit organizations, this job belongs to a board of discussion. directors. In a legally incorporated non-profit organiza- 2. Secretary One person responsible for recording tion, the board of directors has fiduciary duty to the important decisions and work done by the board, at organization; they are legally responsible for overseeing least minutes of meetings and especially a record of the affairs of the organization, devoting their efforts to votes taken. help the organization accomplish its mission. In orga- nizations that are not legally incorporated, the board of 3. Treasurer One person in charge of tracking and directors can still serve as a very beneficial model. managing the organization’s finances. While an organization could be headed by a single Each of these people may—and should—have individual, there are several advantages that favor a a backup. For example, a vice president is often group like a board of directors: elected so that someone is identified ahead of time if a replacement for the president/chairperson is needed. 8 Organizational Structures It may also make sense for an organization to create the organization most centrally responsible for the other officer positions on the board; some discussion organization’s long-term well-being. The board will of this appears below. invariably be pulled toward more urgent, shorter-term Each member of the board has an equal vote on all issues, but the board will be more effective and more matters the board decides on. (Officers hold no extra responsive to the organization’s “mission”3 the more authority.) This can be important for maintaining an it insists on thinking about long-term considerations inclusive and “democratic” atmosphere on the board even though other things are more urgent. (Other and in the organization. things will always be more urgent.) Here are two strategies that can be a big help in Guidelines for Board Meetings allowing the board to focus on longer term issues.

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