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National Contract Management Association Board of Directors 20092010

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Title: National Contract Management Association Board of Directors 20092010


1
National Contract Management Association Board of
Directors 2009-2010
  • Board Orientation
  • Part 1
  • June 16, 2009
  • Via webex

2
Agenda (eastern time)
  • Tuesday, June 16, 2009
  • 300pm 330pm Vision, Mission, Values, and
    Strategic Objectives
  • 330pm 430pm Roles, Responsibilities and
    Duties of Board Members
  • 430pm 500pm Financial Management
  • Friday, June 19, 2009
  • 1200pm 1245pm NCMAs People and Programs
  • 1245pm 130pm Board Work Association
    Policies, Board Briefs, and Committees
  • 130pm 200pm Roberts Rules Overview

3
Introductions
  • Professional background
  • NCMA experience
  • Family
  • Hobbies and interests
  • Expectations from this years board experience

4
Board Information on the Intranet
http//intranet.ncmahq.org/ select Board of
Directors
  • Master Schedule
  • Board of Director Meeting Minutes
  • Financial Reports
  • Long Range Plans and Strategic Objectives
  • 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

5
  • Vision, Mission, Values, and Strategic Agenda

6
Vision
  • NCMA will lead and represent the contract
    management profession. Our vision is that
    enterprises will succeed through improved
    buyer-seller relationships based on common
    values, practices, and professional standards.

- NCMA Policy 1-4, Long Range Plan and Strategic
Objectives (January 2009)
7
Mission
  • NCMAs mission is to improve organizational
    performance through effective contract
    management.

- NCMA Policy 1-4, Long Range Plan and Strategic
Objectives (January 2009)
8
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, Long Range Plan and Strategic
Objectives (January 2009)
9
Values (continued)
  • Remaining the preeminent source of professional
    development for contract professionals.
  • 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, Long Range Plan and Strategic
Objectives (January 2009)
10
Value Propositions
  • NCMA provides the tools, resources, and
    leadership opportunities to enhance each member
    of the professions 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)
11
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)
12
Strategic Objective 1 Develop the Next
Generation of Contract Management Professionals.
  • Strategies
  • Introduce undergraduate students to the CM
    profession and involve them in NCMA by offering
    student memberships, student chapters, and
    student programs.
  • Increase the preparedness for candidates entering
    the CM workforce by increasing undergraduate
    programs containing CM and related curriculum,
    and by publishing a standard CM curricula and
    promoting the program to universities.

- NCMA Policy 1-4, Long Range Plan and Strategic
Objectives (January 2009)
13
Strategic Objective 2 Increase Professional
Advocacy.
  • Strategies
  • Improve perception of the contract management
    profession in industry, the government (including
    Congress), the press, and the general public,
    through an active public relations program.
  • Increase recognition of NCMA in industry, the
    government (including Congress), the press, and
    the profession, through an active public
    relations program.
  • Increase membership participation in advocacy
    activities through bilateral electronic
    communications and events.

- NCMA Policy 1-4, Long Range Plan and Strategic
Objectives (January 2009)
14
Strategic Objective 3 Reach More People in the
Federal Contracting Community.
  • Strategies
  • Expand the number of programs to serve the
    federal community, including education,
    certification, conference, publication, and other
    types of programs.
  • Increase communication and involvement of the
    senior executive cadre within the profession.
  • Utilize education partners, advertisers and
    corporate sponsors to reach new people in the
    federal community.
  • Expand the focus of programs and services to the
    broader acquisition community.
  • Increase the use of social media to connect to
    prospective members.

- NCMA Policy 1-4, Long Range Plan and Strategic
Objectives (January 2009)
15
Strategic Objective 4 Develop Professional
Standards.
  • Strategies
  • Baseline existing professional standards for
    government and industry organizations benchmark
    standards and processes of other professions.
  • Reach consensus among stakeholders (chapters,
    EAC, BOD, academia) on Generally Accepted
    Contract Management Practices (GACMP).
  • Align professional standards and certification
    processes.

- NCMA Policy 1-4, Long Range Plan and Strategic
Objectives (January 2009)
16
  • Roles, Responsibilities and Duties of the Board
    of Directors

17
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
18
Duty of Care in Action
  • Regular attendance at BOD meetings.
  • Regular participation in any assigned Committees.
  • Independent judgmentBOD members share equally in
    decision.
  • Have adequate information.
  • Delegation of Authority
  • Oversee, do not directly engage in day-to-day
    operations

Source ABA Guidebook
19
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
20
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
21
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
22
Ten Basic Responsibilities of Nonprofit Boards
  • 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
23
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
24
Ten Basic Responsibilities of Nonprofit Boards
(continued)
  • Provide proper financial oversight. The board
    must assist in developing the annual budget and
    ensuring that proper financial controls are in
    place.

Source BoardSource
25
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
26
Ten Basic Responsibilities of Nonprofit Boards
(continued)
  • Ensure legal and ethical integrity and maintain
    accountability. The board is ultimately
    responsible for ensuring adherence to legal
    standards and ethical norms.

Source BoardSource
27
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
28
Ten Basic Responsibilities of Nonprofit Boards
(continued)
  • 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
29
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
30
Ten Basic Responsibilities of Nonprofit Boards
(continued)
  • 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
31
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
32
Responsibilities of Individual Board Members
  • Attend all board and committee meetings and
    functions, such as special events.
  • Be informed about the organization's mission,
    services, policies, and programs.
  • Review agenda and supporting materials prior to
    board and committee meetings.
  • Serve on committees or task forces and offer to
    take on special assignments.
  • Follow conflict of interest and confidentiality
    policies.

Source BoardSource
33
Responsibilities of Individual Board Members
(continued)
  • Inform others about the organization.
  • Suggest possible nominees to the board who can
    make significant contributions to the work of the
    board and the organization.
  • Keep up-to-date on developments in the
    organization's field.
  • Refrain from making special requests of the
    staff.
  • Assist the board in carrying out its fiduciary
    responsibilities, such as reviewing the
    organization's annual financial statements.

Source BoardSource
34
Directors Rights
  • Access, within reason, to volunteer leaders and
    staff.
  • Right of inspection of books records.
  • Advance Notice of Meetings.
  • Right to dissent and have recorded.
  • Access to Minutes of Board Meetings.

Source ABA Guidebook
35
The Source Twelve Principles of Governance That
Power Exceptional Boards.
  • BoardSource, 2005.

36
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.
37
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.
38
Strategic Thinking
  • Exceptional boards allocate time to what matters
    most and continuously engage in strategic
    thinking to hone the organizations direction.

The Source Twelve Principles of Governance That
Power Exceptional Boards. BoardSource, 2005.
39
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.
40
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.
41
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.
42
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.
43
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.
44
Results Oriented
  • Exceptional boards are results-oriented. They
    measure the organizations advancement towards
    mission and evaluate the performance of major
    programs and services.

The Source Twelve Principles of Governance That
Power Exceptional Boards. BoardSource, 2005.
45
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.
46
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.
47
Revitalization
  • Exceptional boards energize themselves through
    planned turnover, thoughtful recruitment, and
    inclusiveness.

The Source Twelve Principles of Governance That
Power Exceptional Boards. BoardSource, 2005.
48
Financial Management
  • Budget, Financial Statements, Estimates at
    Completion, Reserves and Investments, and Audit

49
Annual Budget
  • The Finance and Budget Committee oversees the
    budgeting process.
  • Staff develops time-phased estimates and
    assembles the budget.
  • Finance and Budget Committee and Executive
    Committee meet in February 2010 to negotiate
    budget.
  • Proposed FY 2010 budget presented to the Board of
    Directors for approval in March 2010.
  • Posted on intranet under Governance area,
    available to all volunteers.

50
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.

51
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.

52
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 last year.
  • Restricted and unrestricted reserves.

53
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 (2nd
    year).
  • Audited financial statements distributed to the
    Board of Directors by September 30.

54
Chapter Financing
  • Membership rebates.
  • Must have filed annual report, including
    financial report, audit report, and chapter
    officer roster.
  • 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.

55
Review of Current Financial Condition
  • Statement of Activities, for the 11 month period
    July 1, 2008 through May 31, 2009.
  • Statement of Position, as of May 31, 2009.
  • Annual Operating Budget for FY 2010.
  • Amounts in reserve in restricted and unrestricted
    funds.
  • Line of Credit available through Wachovia.
  • DB Credit score.
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