1.0 Leadership and Organizational Values

1.0 Leadership


Objective: The SBDC has a governance system and environment that routinely addresses organizational values, ethical behavior and performance expectations.


1.1   Senior Leader Authority

The SBDC Network director has the authority to make decisions to lead, set strategic direction and sustain the network.


Describe how the SBDC network director has authority to:

  • Allocate financial and human resources for setting and achieving the SBDC network’s vision and strategic
  • Determine appropriate organization structure and governance.
  • Manage operations in accordance with rules and regulations governing the program, and
  • Create and achieve performance expectations.


1.2    Leadership System


1.2 (a) Sustainable Organization

SBDC leaders routinely guide and sustain the organization, communicate with the workforce, encourage high performance work, advance organizational values, and promote ethical behavior.



  • The leadership system


Describe how the SBDC leaders:

  • Set vision and values; create a focus on action to accomplish the organization’s strategic priorities; improve performance; and attain its vision.
  • Communicate and deploy performance expectations. (*)
  • Review performance to understand the health of the organization and to enable translation of performance findings and learning into priorities for improvement and innovation. (*)
  • Promote ethical behavior including how potential conflicts of interest are managed.
  • How leaders analyze their performance and efforts to improve.



1.2 (b) Compliance

The SBDC network operates in compliance with the laws and regulations governing the network.



  • How leaders demonstrate a commitment and a culture of legal
  • How the network deploys processes to ensure sound fiscal and contractual management to meet requireme
  • The results of programmatic and financial reviews performed by governing authorities, including a summary of findings, outcomes and current status, and how this information was used to improve.
  • Compliance with the requirements of 13 CFR 130.460 (f) (1) for all key posi


1.2 (c) Support the National SBDC Program

The SBDC leaders support and participate in the common interests of the national

SBDC program.



  • How the leaders and network members participate in activities, initiatives and share in the advancement of the national SBDC program.






1.1:  The SBDC Network director is the senior leader of the State, Region or Territory SBDC program.


1.2: Since the SBDC receives public funds, stewardship of funds, transparency of operations and other governance systems are essential. This includes the system of management and controls exercised in the stewardship of the SBDC.



1.2 (a): Promoting ethical behavior might include policies, workforce training and monitoring systems to identify and manage potential conflicts of interest and foster ethical behavior.


1.2 (b): Findings and recommendations from previous programmatic and financial reviews may provide senior leaders opportunities for improvement and/or reinforce best practices. Responses to previous reviews may show how this information is being used to continually improve the network.