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Board Orientation 2011-2012

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Board Orientation 2011-2012 Powered By Docstoc
					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                • Chapter Directory
• Board of Director Meeting      • Articles of Incorporation
  Minutes                        • By-Laws
• Financial Reports              • Association Policies
• Strategic Plan                 • Travel and Expense
• Budgets                          Reimbursement Policy
• Board of Directors Directory   • NCMA Directors & Officers
• Staff Directory                  Insurance Policy
• Committee Rosters              • Board Orientation Briefing
• Executive Advisory Council
  Directory
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.
   Revenue
                      Budget       EAC
                       FY 12      FY 11          Variance

Membership            2,227,664   2,027,732   199,932       9.9%

Component Relations     13,355      11,370      1,985    17.5%

Education              885,395     780,696    104,699    13.4%

Advertising           1,577,110   1,444,932   132,178       9.1%

Certification          184,175     194,279    (10,104)   -5.2%

Meetings              2,252,240   2,330,022   (77,782)   -3.3%

Total Revenue         7,139,939   6,789,031   350,908       5.2%
   Expenses
                        Budget        EAC
                         FY 12       FY 11        Variance
Governance             125,540     133,698       8,158       6.1%
Component Relations    219,821     172,439     (47,382)   -27.5%
Administration        2,205,435   1,900,744   (304,691)   -16.0%
Marketing              610,186     514,128     (96,058)   -34.6%
Customer Service       318,319     289,549     (28,769)   -9.9%
Education              543,828     461,945     (81,883)   -17.7%
Creative Services     1,282,900   1,195,257    (87,643)      -7.3%
Certification          128,058     117,081     (10,977)   -8.1%
Meetings              1,392,313   1,364,223    (28,090)   -2.1%
Total Expenses        6,826,401   6,149,064   (677,337)   -11.0%
   Summary
                                         Budget        EAC
                                          FY 12       FY 11               Variance

Revenue                                 7,139,939    6,789,031       350,908         5.2%

Expenses                                6,826,401    6,149,064     (677,337)     -11.0%

Net from operations                       313,538      639,967     (326,429)     (51%)




       Smaller margins – by 51% - compared to FY10-11 EAC.
       Similar margins – 10% variance - as contained in FY10-11 Budget.
                                     Revenue FY03-FY14

                      Recession of
$8,000,000
                       2008-2011

$7,000,000
                            No World
                           Congress this
$6,000,000                     FY!

                                                                               Meetings
$5,000,000
                                                                               Certification
                                                                               Advertising
$4,000,000
                                                                               Education
                                                                               Component Relations
$3,000,000
                                                                               Membership
$2,000,000


$1,000,000


      $-
                     14


                     13




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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 (4th 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.
NCMA People and Programs
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
                                                  New position FY 2012
                                                                                    Finance and Accounting (3)
                                                  New Position FY 2011                   Sam Smith, CFO
                Executive (2)                                                     Natasha Aliaj, Senior Accountant
   Neal Couture, CPCM, Executive Director                                             Junior Accountant TBD*
  Alan Boykin, CPCM, Chief Learning Officer
                                                                          * Jr. Accountant @ 50% accounting, 50% office administration




         Operations Management (8)                                             Creative Services and Advertising (5)
           Cambria Tidwell, Director                                                   Will Kohudic, Director
Mary Beth Lech, CFCM, Chapter Relations Mgr;                                  Kerry McKinnon Hansen, Editor in Chief
 Michael Wright, Chapter Relations Specialist *                                Jennifer Reitz, Sr. Graphic Designer
         Wyatt Miedema, IT Manager                                             Chris Hansen, Sr. Graphic Designer
 Angela Kays, CSR; Kelly Higginbotham, CSR                                              Ryan Burke, Editor
    Greg Olson, CSR; Karen Secker, CSR




                                                                                               Marketing (3)
                 Meetings (2)                                                 Jessica Friedman, Director of Marketing
             Jennifer Coy, Director                                             Correen Dingle, Marketing Specialist
         Rita Rose, Meeting Manager                                 April Silverthorn, Marketing and Communication Specialist




                                                                                         Education (3)
            Certification (1.25)                                                    Susan Esprella, Director
 Chuck Woodside, CPCM, CFCM, Director of                                  Katie Minan, Education Program Coordinator
            Certification (25%)                                          Kristen Hayden, E-Learning Program Coordinator
  Blake Boynton, Certification Administrator
Salaries and benefits as % of revenue
ASAE Operating Ratio Report - 13th edition



                             FY12       FY11   FY10    FY09    FY08
                            Budget      EAC
     NCMA                   35.8%    31.8%     32.3%   32.7%   30.4%




                              $5m to $10m


     Average                    36.3%
     Median                     34.0%
Number of employees
ASAE Operating Ratio Report - 12th edition



                         FY12           FY11   FY10   FY09   FY08
                        Budget          EAC
 NCMA                    27.25          25.5   24.5   26.5   24



                          $5m to $10m


 Average                         40.4
 Median                          39.0
Revenue per employee
ASAE Operating Ratio Report - 13th edition




                       FY12         FY11       FY10       FY09       FY08
                      Budget        EAC
   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:                          Public access:
• NCMA Affiliation                                     • Website content
• Chapter Affiliation                                  • www.ContractManagementJo
• Contract Management Magazine                           bs.com (job listings and
• Journal of Contract Management                         resumes)
• Website content for members only                     • Career Fairs
• CM News (now twice monthly)                          • Networking Opportunities
• StudentConnect (student and faculty members only)    • Awards and Honors
• 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
Membership
          June 30, 2011   June 30, 2010


Members      20,597           19,840



             3.82% increase
     Membership
Category           Dues                                     Requirements
Regular            $125    An individual member who belongs to a chapter and is current in all obligations
                           to the Association.

New Professional   $75     An 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            $55     An 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-   Price set by Executive Director, terms negotiated with employers.
                   $125

Students           $25     Full-time students in an accredited, degree-granting institution, and do not hold
                           full-time employment in contract management or related field.


Member Pro Vita    $1000   Lifetime membership.
  National Education Seminars
• Chapter hosts                                    • 100 Worst Mistakes in Government
   –   Chapter sets the price                        Contracting
   –   Chapter selects the speaker                 • Risk Management of Complex
   –   Chapter manages the facilities, logistics     Government Contracts
   –   Share marketing                             • Contract Negotiations
   –   Chapter pays NCMA per attendee
                                                   • Cost Estimating and Contract Pricing
• NCMA hosts at Chapter’s invitation
                                                   • Leadership: Building High-
   –   NCMA sets the price
                                                     Performance Buying & Selling
   –   NCMA selects the speaker
                                                     Teams
   –   NCMA manages the facilities, logistics
   –   Share marketing
                                                   • Performance Based Acquisition
   –   Chapter receives fee per person             • Solicitations, Bids, Proposals, and
• NCMA manages                                       Source Selection
   – NCMA does everything
   – No chapter involvement
 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)
E-courses
• Self-paced, asynchronous
• 5 courses ($100-$150)
   – Negotiations
   – Contract Modifications and Options
   – FAR Overview
   – Performance-Based Acquisition
   – Planning
• 10 Ethics Certificates with LRN ($150-$300)
• Certification prep courses
Certification


Eligibility:                                          Eligibility:
1. a bachelor's degree.                               1. A bachelors degree.
2. One year of experience.                            2. Five years of experience.
3. Eighty (80) hours of continuing professional       3. 120 hours of continuing
education.                                                professional education.


To earn the CFCM, a         To earn the CCCM, a        To earn the CPCM, a
candidate must take         candidate must take and    candidate must take and
and pass the Federal        pass the Commercial        pass the Certified
Contract Management         Contract Management        Professional Contract
exam.                       exam.                      Manager exam.
   Publications
Contract Management              monthly
Journal of Contract Management   September 2011
The Resource Guide 2011          November 2011
The 2011 Salary Survey           June 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
Exhibitors
Education Partners
Corporate Sponsors
E-Newsletters
Chapters

• 125 chartered chapters
• Leadership Summit
• Mid-Year Leadership Conference
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.
Administrivia
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.

				
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