Presentation on theme: "National Contract Management Association Board of Directors 2011-2012 Board Orientation July 7, 2011 Denver, Colorado."— Presentation transcript:
National Contract Management Association Board of Directors 2011-2012 Board Orientation July 7, 2011 Denver, Colorado
Agenda 1.Vision, Mission, Values, and Strategic Objectives 2.Roles, Responsibilities and Duties of Board Members 3.Financial Management 4.NCMA’s People and Programs 5.Board Work: Association Policies, Board Briefs, and Committees 6.Roberts Rules Overview: NCMA Style
Board Information on the Intranet http://intranet.ncmahq.org/ select “Board of Directors” Master Schedule Board of Director Meeting Minutes Financial Reports Strategic Plan Budgets Board of Directors Directory Staff Directory Committee Rosters Executive Advisory Council Directory Chapter Directory Articles of Incorporation By-Laws Association Policies Travel and Expense Reimbursement Policy NCMA Directors & Officers Insurance Policy Board Orientation Briefing
Mission, Vision, Values, and Strategic Objectives
Mission NCMA’s mission is to advance the contract management profession. - NCMA Policy 1-4, Strategic Plan (January 2011)
Vision for the Profession Contract management will be viewed by all organizations – public and private – as an essential business management function that directly contributes to organizational success. People will recognize contract management is a challenging and rewarding profession, and will prepare for and seek out positions in the profession. Universities will provide undergraduate and graduate degree programs and courses designed to prepare students for entry into or advancement in the contract management profession. - NCMA Policy 1-4, Strategic Plan (January 2011)
Vision for the Association NCMA will lead in defining the standards and the body of knowledge for the contract management profession. NCMA will provide tools that enable the entry, development, and advancement of all CM professionals. NCMA will be a model for not-for-profit individual membership organizations, recognized for innovation, effective and efficient operations, and agile responsible governance. - NCMA Policy 1-4, Strategic Plan (January 2011)
Values We are committed to: Principled professional conduct and achievement, as dictated by our Code of Ethics; An open exchange of ideas in a neutral forum; A culturally and professionally diverse membership; Excellence in everything we do, especially our service to our members and the contract management community; Continuing education, training and leadership opportunities through a network of local chapters; - NCMA Policy 1-4, Strategic Plan (January 2011)
Values (continued) Recognizing and rewarding professional excellence and superior individual achievement in support of the contract management profession; Demonstrated professional achievement through Certification; Quality volunteer leadership; and Members’ highly principled freedom of action and responsibility to the people and organizations they serve. - NCMA Policy 1-4, Strategic Plan (January 2011)
Value Propositions NCMA provides the tools, resources, and leadership opportunities to enhance each member of the profession’s performance, career, and accomplishments. NCMA provides the structure, name recognition, and products directly and through chapters to contracting professionals worldwide. - NCMA Policy 1-4, Long Range Plan and Strategic Objectives (January 2009)
Value Propositions (continued) NCMA provides employers ready-access to skilled human capital, learning resources, best practices, standards, and metrics of the profession. We enable other entities such as researchers, consultants, trainers, recruiters, advertisers and universities to gain broad access to defined segments of our community of practice and our Body of Knowledge for the purpose of advancing the profession and fulfilling their individual goals - NCMA Policy 1-4, Long Range Plan and Strategic Objectives (January 2009)
Strategic Objective #1 Develop and institutionalize an effective advocacy and outreach program that provides a neutral forum for the profession. Desired outcomes: –Public recognition that CM is an essential business management function, and –Public recognition that NCMA is the preeminent neutral forum for contracting professionals.
Strategic Objective #2 Create standards for the profession that are widely recognized and adopted. Desired outcomes: –NCMA's standards to be accepted across multiple domains (Government, Industry, Academia) as a framework for best practices.
Strategic Objective #3 Create programs and services to help people enter into and progress within the contract management profession. Desired outcomes: –The desired outcome is for the contract management profession to be recognized as a career field in which education, professional development and advancement opportunities exist for long-term practitioners as well as recent entrants into the profession. –NCMA achieves this by creating programs and services to help people enter into and progress within the contract management profession.
Strategic Objective #4 Enhance and develop program delivery techniques to improve value for existing and potential members. Desired outcomes: –The desired outcome for this objective is that NCMA will have multiple program and service delivery methods to maximize member value and engagement opportunities.
Roles, Responsibilities and Duties of the Board of Directors
Duty of Care The duty of care describes the level of competence that is expected of a board member, and is commonly expressed as the duty of "care that an ordinarily prudent person would exercise in a like position and under similar circumstances." –This means that a board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization. Source: BoardSource
Duty of Care in Action Regular attendance at BOD meetings. Regular participation in any assigned Committees. Independent judgment—BOD members share equally in decision. Have adequate information. Delegation of Authority –Oversee, do not directly engage in day-to-day operations Source: ABA Guidebook
Duty of Loyalty The duty of loyalty is a standard of faithfulness; a board member must give undivided allegiance when making decisions affecting the organization. –This means that a board member can never use information obtained as a member for personal gain, but must act in the best interests of the organization. Source: BoardSource
Duty of Loyalty in Action Act in the best interests of the corporation over interests of self or the interests of the constituency selecting them. –“irrespective of other entities with which the director is affiliated or sympathetic, or to which the director owes his / her board appointment” Conflict of Interests –Personal & Corporate Opportunity (Organizational Conflict of Interests) –The conflict itself is not a problem: mitigate through disclosure, recusal, scrutiny by BOD Confidentiality –Disclosure limits on Association information, only that which is public record –Director not a spokesperson Source: ABA Guidebook
Duty of Obedience The duty of obedience requires board members to be faithful to the organization's mission. They are not permitted to act in a way that is inconsistent with the central goals of the organization. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards 1.Determine the organization's mission and purpose. It is the board's responsibility to create and review a statement of mission and purpose that articulates the organization's goals, means, and primary constituents served. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 2.Select the chief executive. Boards must reach consensus on the chief executive's responsibilities and undertake a careful search to find the most qualified individual for the position. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 3.Provide proper financial oversight. The board must assist in developing the annual budget and ensuring that proper financial controls are in place. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 4.Ensure adequate resources. One of the board's foremost responsibilities is to provide adequate resources for the organization to fulfill its mission. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 5.Ensure legal and ethical integrity and maintain accountability. The board is ultimately responsible for ensuring adherence to legal standards and ethical norms. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 6.Ensure effective organizational planning. Boards must actively participate in an overall planning process and assist in implementing and monitoring the plan's goals. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 7.Enhance the organization's public standing. The board should clearly articulate the organization's mission, accomplishments, and goals to the public and garner support from the community. [Advocacy] Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 8.Recruit and orient new board members and assess board performance. All boards have a responsibility to articulate prerequisites for candidates, orient new members, and periodically and comprehensively evaluate its own performance. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 9.Determine, monitor, and strengthen the organization's programs and services. The board's responsibility is to determine which programs are consistent with the organization's mission and to monitor their effectiveness. Source: BoardSource
Ten Basic Responsibilities of Nonprofit Boards (continued) 10.Support the chief executive and assess his or her performance. The board should ensure that the chief executive has the moral and professional support he or she needs to further the goals of the organization. Source: BoardSource
Responsibilities of Individual Board Members 1.Attend all board and committee meetings and functions, such as special events. 2.Be informed about the organization's mission, services, policies, and programs. 3.Review agenda and supporting materials prior to board and committee meetings. 4.Serve on committees or task forces and offer to take on special assignments. 5.Follow conflict of interest and confidentiality policies. Source: BoardSource
Responsibilities of Individual Board Members (continued) 6.Inform others about the organization. 7.Suggest possible nominees to the board who can make significant contributions to the work of the board and the organization. 8.Keep up-to-date on developments in the organization's field. 9.Refrain from making special requests of the staff. 10.Assist the board in carrying out its fiduciary responsibilities, such as reviewing the organization's annual financial statements. Source: BoardSource
Director’s Rights 1.Access, within reason, to volunteer leaders and staff. 2.Right of inspection of books & records. 3.Advance Notice of Meetings. 4.Right to dissent and have recorded. 5.Access to Minutes of Board Meetings. Source: ABA Guidebook
The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Constructive Partnership Exceptional boards govern in constructive partnership with the chief executive, recognizing that the effectiveness of the board and the chief executive are interdependent. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Mission Driven Exceptional boards shape and uphold the mission, articulate a compelling vision, and ensure the congruence between decisions and core values. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Strategic Thinking Exceptional boards allocate time to what matters most and continuously engage in strategic thinking to hone the organization’s direction. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Culture of Inquiry Exceptional boards institutionalize a culture of inquiry, mutual respect, and constructive debate that leads to sound and shared decision making. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Independent Mindedness Exceptional boards are independent minded. When making decisions, board members put the interests of the organization above all else. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Ethos of Transparency Exceptional boards promote an ethos of transparency by ensuring that donors, stakeholders, and members have access to appropriate and accurate information regarding finances, operations and results. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Compliance with Integrity Exceptional boards promote strong ethical values and disciplined compliance by establishing appropriate mechanisms for active oversight. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Sustaining Resources Exceptional boards link bold visions and ambitious plans to financial support, expertise, and networks of influence. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Results Oriented Exceptional boards are results-oriented. They measure the organization’s advancement towards mission and evaluate the performance of major programs and services. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Intentional Board Practices Exceptional boards intentionally structure themselves to fulfill essential governance duties and to support organizational priorities. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Continuous Learning Exceptional boards embrace the qualities of a continuous learning organization, evaluating their own performance and assessing the value they add to the organization. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Revitalization Exceptional boards energize themselves through planned turnover, thoughtful recruitment, and inclusiveness. The Source: Twelve Principles of Governance That Power Exceptional Boards. BoardSource, 2005.
Financial Management: Budget, Financial Statements, Estimates at Completion, Reserves and Investments, and Audit
Annual Budget The Finance and Budget Committee oversees the budgeting process. Staff develops time-phased estimates and assembles the budget. Fiscal period is July – June. Finance and Budget Committee and Executive Committee meet in February 2012 to negotiate budget. Proposed FY 2012-13 budget presented to the Board of Directors for approval in March 2012. Posted on intranet under Governance area, available to all volunteers.
Summary Budget FY 12 EAC FY 11Variance Revenue7,139,9396,789,031350,9085.2% Expenses6,826,4016,149,064(677,337)-11.0% Net from operations313,538639,967(326,429)(51%) Smaller margins – by 51% - compared to FY10-11 EAC. Similar margins – 10% variance - as contained in FY10-11 Budget.
Recession of 2008-2011 No World Congress this FY!
Financial Statements The Finance and Budget Committee oversees the financial reporting process. Our monthly reports include the Statement of Activities (with narrative), Statement of Position, and Statement of Cash Flows. Distributed to Finance and Budget Committee members around 10th of each month for review and discussion. Distributed to Board of Directors by 15th of each month. Periodic telecon to review financial statements. Posted in Governance area of intranet, available for viewing by all volunteers.
Estimates at Completion (EAC) The Finance and Budget Committee oversees the financial forecasting process. Designed to serve as an early warning system of financial risk areas. Revised revenue and expense forecasts. Incorporates year-to-date actuals. Accomplished quarterly. Distributed to the Board of Directors by the 30th day following the end of quarter.
Reserve and Investment Policies The Asset Management Committee oversees reserves and investments. NCMA Policy 5-2, Financial Management Policies. Investment advisor: Wachovia Risk tolerance assessment every 3 years by Board of Directors – done in 2011. Restricted and unrestricted reserves.
Audit The Audit Committee oversees the financial audit process. NCMA Policy 3-4, Audit Committee. NCMA Policy 5-2, Financial Management Policies. Independent auditor is Rubino & McGeehin (4 th year). Audited financial statements distributed to the Board of Directors by September 30.
Chapter Financing Grant program: propose funds for specific program or capability. –24 grants in FY2010-11 for $40,000; $10,000 travel assistance fund. –Final reports back to CDC Each chapter has a taxpayer identification number. Chapters are included in our group tax filing. Taxable income: advertising and sponsorship. NCMA assists chapters in obtaining merchant accounts to accept credit card payments. Chapters retain their assets, until they go dormant. Audits and investigations conducted by CFO.
Review of Current Financial Condition Statement of Activities, for the 11 month period July 1, 2010 through May 31, 2011. Statement of Financial Position, as of May 31, 2011. Statement of Cash Flows, for the 11 month period July 1, 2010 through May 31, 2011. Annual Operating Budget for FY 2011-12. Amounts in reserve: $2,313,198 –Deposited $200,000 in June. Line of Credit available through Wachovia: $250,000. D&B Credit score.
Executive Advisory Council (EAC) Leaders from the CM community – control workforce, influence policy, or possess special skills. Appointed by President, confirmed by the BOD. One year terms. Advise the President on issues relevant to the profession. No organizational structure or work product. 185 current. Formerly known as “Board of Advisors (BOA)”
Council of Fellows (COF) Leaders from the NCMA community – accomplishments in the association and profession. Nominated for the Fellow award, approved by the Awards and Honors Committee. Lifetime status. Asset to NCMA – authors, speakers, volunteer leaders. Social network. No organizational structure or work product. ~700 current Fellow members.
Contract Management Institute (CMI) Tax exempt 501(c)(3) foundation. Board of Trustees composed of 5 NCMA officers, plus up to 10 at-large trustees appointed by the NCMA President. –At-large trustee positions are all vacant. Currently inactive.
Staff 27.25 FTEs (up from 25 FTEs last year) ASAE benchmarks 39.0 FTEs – 40.4 FTEs Salaries and benefits as % of revenue = 31.6% ASAE benchmarks are 34.0% – 36.3% Revenue per employee = $284,074 ASAE benchmarks are $224,000 - $233,000
Meetings (2) Jennifer Coy, Director Rita Rose, Meeting Manager Education (3) Susan Esprella, Director Katie Minan, Education Program Coordinator Kristen Hayden, E-Learning Program Coordinator Operations Management (8) Cambria Tidwell, Director Mary Beth Lech, CFCM, Chapter Relations Mgr; Michael Wright, Chapter Relations Specialist * Wyatt Miedema, IT Manager Angela Kays, CSR; Kelly Higginbotham, CSR Greg Olson, CSR; Karen Secker, CSR Marketing (3) Jessica Friedman, Director of Marketing Correen Dingle, Marketing Specialist April Silverthorn, Marketing and Communication Specialist Creative Services and Advertising (5) Will Kohudic, Director Kerry McKinnon Hansen, Editor in Chief Jennifer Reitz, Sr. Graphic Designer Chris Hansen, Sr. Graphic Designer Ryan Burke, Editor Finance and Accounting (3) Sam Smith, CFO Natasha Aliaj, Senior Accountant Junior Accountant TBD* * Jr. Accountant @ 50% accounting, 50% office administration Executive (2) Neal Couture, CPCM, Executive Director Alan Boykin, CPCM, Chief Learning Officer New position FY 2012 New Position FY 2011 Certification (1.25) Chuck Woodside, CPCM, CFCM, Director of Certification (25%) Blake Boynton, Certification Administrator
Salaries and benefits as % of revenue ASAE Operating Ratio Report - 13th edition FY12 Budget FY11 EAC FY10FY09FY08 NCMA35.8%31.8%32.3%32.7%30.4% $5m to $10m Average36.3% Median34.0%
Number of employees ASAE Operating Ratio Report - 12th edition FY12 Budget FY11 EAC FY10FY09FY08 NCMA27.2525.524.526.524 $5m to $10m Average40.4 Median39.0
Revenue per employee ASAE Operating Ratio Report - 13th edition FY12 Budget FY11 EAC FY10FY09FY08 NCMA$262,016$266,237$234,194$227,280$247,355 $5m to $10m Average$233,466 Median$224,029
Network Media Partners Advertisement sales since 1999 –Conference exhibits. –Print advertisements. –Electronic advertisements. –Corporate sponsorships. –Education partners.
Membership Member-only benefits include: NCMA Affiliation Chapter Affiliation Contract Management Magazine Journal of Contract Management Website content for members only CM News (now twice monthly) StudentConnect (student and faculty members only) Salary Survey Executive Summary Volunteer leadership opportunities Resource Guide Discounts on Professional Certification Programs, Webinars, E-Courses, Educational Conferences, Publications, Chapter Programs and National Educational Seminars. Access to affinity programs: Geico, Aflac, Bank of America Public access: Website content www.ContractManagementJo bs.com (job listings and resumes) Career Fairs Networking Opportunities Awards and Honors
Membership June 30, 2011June 30, 2010 Members20,59719,840 3.82% increase
Membership CategoryDuesRequirements Regular$125An individual member who belongs to a chapter and is current in all obligations to the Association. New Professional$75An individual member who belongs to a chapter, and is current in all obligations to the Association, and is 33 years of age or younger on their join or renewal date. Retired$55An individual member who is now a retired person, and not self-employed, who was previously a Regular or New Professional member of NCMA. Organization$100- $125 Price set by Executive Director, terms negotiated with employers. Students$25Full-time students in an accredited, degree-granting institution, and do not hold full-time employment in contract management or related field. Member Pro Vita$1000Lifetime membership.
National Education Seminars Chapter hosts –Chapter sets the price –Chapter selects the speaker –Chapter manages the facilities, logistics –Share marketing –Chapter pays NCMA per attendee NCMA hosts at Chapter’s invitation –NCMA sets the price –NCMA selects the speaker –NCMA manages the facilities, logistics –Share marketing –Chapter receives fee per person NCMA manages –NCMA does everything –No chapter involvement 100 Worst Mistakes in Government Contracting Risk Management of Complex Government Contracts Contract Negotiations Cost Estimating and Contract Pricing Leadership: Building High- Performance Buying & Selling Teams Performance Based Acquisition Solicitations, Bids, Proposals, and Source Selection
Webinars and Webinars on Demand live, 90-minute events, much like talk radio programs speakers use prepared slides that are presented live through Webex one low fee per site, no limit to number of people that can listen at each site. price is $189 per site. Recorded webinars available for purchase immediately following session ($50-$150 each)
Certification Eligibility: 1. a bachelor's degree. 2. One year of experience. 3. Eighty (80) hours of continuing professional education. To earn the CCCM, a candidate must take and pass the Commercial Contract Management exam. To earn the CFCM, a candidate must take and pass the Federal Contract Management exam. Eligibility: 1.A bachelors degree. 2.Five years of experience. 3.120 hours of continuing professional education. To earn the CPCM, a candidate must take and pass the Certified Professional Contract Manager exam.
Publications Contract Managementmonthly Journal of Contract ManagementSeptember 2011 The Resource Guide 2011November 2011 The 2011 Salary SurveyJune 2011
Conferences Conference chairs nominated by Executive Director and appointed by President. Site selection, dates, and pricing. Paperless events – online within 1 week.
Advertising Banner Advertising on NCMA's Web site More than 60,000 Visitors per Month More than 200,000 Page Views per Month More than 1,500,000 Hits per Month
Board Work: Board Briefs, Committees, Roberts Rules
How the Board Works President sets the agenda, with input from board members, committees, and staff. Most work is done through committees: they conduct research and prepare recommendations for the board. President gives committees guidance on what issues to work on. Individual board members may bring any issue to the Board for discussion.
Chairman’s Role The President serves as the Chairman of the Board. –opens the session at the time at which the assembly is to meet, by taking the chair and calling the members to order; –announces the business before the assembly in the order in which it is to be acted upon; –recognizes members entitled to the floor; –states and puts to vote all questions which are regularly moved, or necessarily arise in the course of the proceedings, and to announce the result of the vote; –enforces the observance of order and decorum among the members, deciding all questions of order.
Making Decisions Most decisions are majority rule. President, Executive Director, and General Counsel do not vote. –President casts vote only to resolve ties. Revising by-laws requires an affirmative vote of three- fourths of the Board of Directors. Certain other decisions require super-majorities.
Board Briefs Board members produce “Board Briefs”, which are white papers that describe the members’ plans, findings, concerns, proposals, or actions. Board Briefs are posted to the board’s website prior to a board meeting, or presented orally at the meeting. Board members are encouraged to discuss briefs with the authors prior to the board meeting to understand what is intended. Discussion at board meetings is to affirm understanding, explore and deliberate alternatives, and make decisions.
Resolutions If you want the Board to take a specific action, include a resolution in the Board Brief. “Be it resolved, the name of the I-270 High Tech Corridor Chapter is hereby changed to the Potomac Chapter effective immediately.”
Board Meeting Agenda 1.Call to Order (President) 2.Pledge of Allegiance. 3.Quorum call (Secretary). 4.Discussion of Strategic Issues. 5.Review and Adjustment of Strategy. 6.Policy. 7.Routine business. 8.New business. 9.Adjournment.
Consent agenda Proposed by the President. No discussion planned on these items at the meeting. Includes items that are informational, or that make decisions that are expected to be unanimous and non- controversial. Any member may pull an item from the consent agenda for any reason. –The president inserts the item on the agenda at a time they deem appropriate. Everything remaining on the consent agenda is approved via the one vote.
Committees (Policy 5-10) Any Board member can recommend the establishment, modification or elimination of a committee. The Board of Directors approves the establishment, modification, or elimination of all committees by majority vote. When the Board of Directors approves a committee that committee continues in existence in accordance with the approved policy charter for that committee or in accordance with the motion approving the committee. The President nominates committee chairpersons and the Board of Directors approves the appointment and discharge of all chairpersons.
Committees (continued) The chairperson of a committee appoints or discharges the members of a committee in accordance with association policies. Where an approved policy provides appointment to a committee by designated position or title, the chairperson will still issue the letter of appointment. Chairpersons and committee members must be members or staff of the association unless otherwise approved by the Board of Directors. Committee members must provide concurrence of their commitment to act in the best interest of the association by signing the "My Commitments as a Committee Member" attached to Policy 5-10 Committees. Policies may specify the desired or required make up of a committee.
Board committees Board committees deal with policy and strategic work and may make decisions on behalf of the Board. Board committees are formed entirely of members of the Board. The following Board committees are established: –Executive: Acts on behalf of the Board on urgent matters between business meetings, and sets compensation and deals with personnel matters. Reference Policy 3-1, Executive Committee for specific charter and duties. –Finance and Budget: Oversees the financial planning and reporting of the association. Reference Policy 3-3, Finance and Budget Committee for specific charter and duties.
Standing Committees Standing committees perform essential responsibilities of the Association and its Directors. The following Standing Committees are established: –Nominations and Elections: Identifies candidates for officer, director, and committee positions, oversees the election process, and recommends committee assignments. Reference Policy 3-7, Nominations and Elections Committee for specific charter and duties. This committee will make recommendations based on the interests, capabilities and past performance of the individuals, and the needs of the committees and the association. –Governance: Maintains the Bylaws and advises the Board on governance structures and practices. Reference Policy 3-6, Governance Committee for specific charter and duties.
Standing Committees (continued) Advocacy: Monitors, analyzes and communicates developments and issues affecting the contract management profession Reference Policy 3-11, Advocacy Committee for specific charter and duties. Committee on Professional Standards and Ethics: Develops, maintains and communicates standards of the profession. Reference Policy 3-9, Committee on Professional Standards and Ethics for specific charter and duties. University Outreach and Relations: Establishes and manages relationships with the academic community. Reference Policy 3-13, Committee on University Outreach and Relations for specific charter and duties.
Standing Committees (continued) Policy: Advises the Board and proposes policy for the association. Reference Policy 3-2, Policy Committee for specific charter and duties. Leadership Development Program Oversight: Oversees the design and performance of the Leadership Development Program, including the approval of curriculum, review and selection of program applicants and mentors, and program assessment. Reference Policy 3-12, Leadership Development Program Oversight Committee for specific charter and duties. Executive Director Assessment: Responsible for the annual evaluation of the Executive Director’s performance. Reference Policy 3-10, Executive Director Assessment Committee for specific charter and duties.
Standing Committees (continued) Audit: Oversees the financial audits and selects the auditor. Reference Policy 3-4, Audit Committee for specific charter and duties. Asset Management: Oversees the assets and investments, drafts investment policy statements for Board approval, and advises the Board on policies. Reference Policy 3-5, Asset Management Committee for specific charter and duties. Awards and Honors: Oversees the establishment and operation of awards programs, and identifies, nominates, evaluates nominations, and selects award candidates. Reference Policy 3-8, Awards and Honors Committee for specific charter and duties.
Ad Hoc Committees Ad hoc committees are established by the Executive Committee or the full Board to deal with specific issues of a limited duration. Membership on Ad Hoc committees may be either Board members or members of the Association.
Roberts Rules: Basic Order of Discussion 1.Obtain floor. 2.Make a motion, which is stated (repeated), or declared as “out of order” by the chair. 3.Second the motion. 4.Debate the motion. Move to amend. Second the motion to amend. Debate the amendment. Put the question of the amendment. Vote on amendment 5.Put the question of the main motion. 6.Vote on the main motion.
Travel policies Travel expenses are reimbursable to attend Board Meetings and other approved activities. –Use the Expense Report Form provided. We pay actual expenses, not per diem. Provide receipts over $25. Use your best judgment, no specific limitations. First class air travel is not authorized. You may use personal upgrades. Make your reservations in a timely manner. Car rental not authorized unless lodging away from conference site. Prefer you lodge at our conference hotels. Not mandatory. Staff will remind you to make travel arrangements, and to register. Staff will assist you with your travel arrangements upon request.
Attending NCMA’s Conferences and Other Events Board members receive complimentary admission to national education conferences (ADC, GCMC, WC), Leadership Summit, Mid-Year Leadership Conference. –Register using form we provide. Special events are not complimentary, you must pay: –Entertainment –Golf Tournament Policy does not extend to chapter events – comp admission is at their discretion.
Intranet http://intranet.ncmahq.org –Publicly available site. –Association Policy Manual. –Chapter announcements. Go to Board of Directors link: –Contains all meeting minutes, board briefs, financial reports. –Some committees have private workspaces.