In 2008, St. Louis High Performance Volleyball Club was incorporated as a Missouri nonprofit corporation to foster national and international sports competition and to support and develop amateur athletes for national and international competition in volleyball. In 2010, the High Performance – STL earned tax-exempt status under Internal Revenue Code Sections 501(c)(3) and 501(j).
It was established with a volunteer Board of Directors chosen to represent a broad range of stakeholders committed to the Club’s mission: “To provide exceptionally dedicated coaches to train players to play at their highest level. Through this training life lessons are learned and a love for the game is fostered.” The Board’s primary purpose is to advise, govern, oversee policy and direction, and assists with the leadership and general promotion of High Performance - STL so as to support the organization’s mission and needs.
The current Directors are John Boldt, Steve Goedeker, Larry Schmitz, and Leo Speno.
BASIC RESPONSIBILITIES OF THE BOARD OF DIRECTORS
1. Determine the organization's mission and purpose. A statement of mission and purposes should articulate the organization's goals, means, and primary constituents served. It is the board's responsibility to create the mission statement and review it periodically for accuracy and validity. Each individual board member should fully understand and support it.
2. Select the executive director. Boards must reach consensus on the job description and undertake a careful search to find the most qualified individual for the position.
3. Support the executive director and review his or her performance. The board should ensure that the executive director has the moral and professional support he or she needs to further the goals of the organization. The executive director in partnership with the entire Board, should decide upon a periodic evaluation of his or her performance.
4. Ensure effective organization planning. As stewards of the organization, boards must actively participate with the staff in an overall planning process and assist in implementing the plan's goals.
5. Manage resources effectively. The board, in order to remain accountable to its donors and the public, and to safeguard its tax-exempt status, must assist in developing the annual budget and ensuring that proper financial controls are in place.
6. Determine, monitor, and strengthen the organization's programs and services. The board's role in this area is to determine which programs are the most consistent with the organization's mission, and to monitor their effectiveness.
7. Enhance the organization's public standing. An organization’s primary link to the community, including constituents, the public, and the media, is the board. Clearly articulating the organization’s mission, accomplishments, and goals to the public, as well as garnering support from important members of the community, are important elements of a comprehensive public relations strategy.
8. Ensure legal and ethical integrity and maintain accountability. The board is ultimately responsible for ensuring adherence to legal standards and ethical norms. The board must establish pertinent policies, and adhere to provisions of the organization’s bylaws and articles of incorporation.
9. Recruit and orient new board members and assess board performance. All boards have a responsibility to articulate and make known their needs in terms of member experience, skills, and many other considerations that define a "balanced" board composition. Boards must also orient new members to their responsibilities and the organization’s history, needs, and challenges. By evaluating its performance in fulfilling its responsibilities, the board can recognize its achievements and reach consensus on which areas need to be improved.