NCMA Governance Committee

Board Brief 2012-20November 13, 2011

Conduct a complete review of the committee structure to determine what committees are needed to support the Association◦ Last review conducted 7 years ago

Ensure committee responsibilities reflect what the committee accomplish vs. staff

Questions to be considered include whether the committees are aligned to our strategy and if the committee charters are aligned with the practice.

Summary of Action

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Reviewed Material Provided by Neal Couture◦ “Transforming Board Structure: Strategies for

Committees and Task Forces” – Board Source◦ “A Guide to Association Committees” –

Association Department , U.S. Chamber of Commerce

◦ “Governance Committee” – Board Source Association Policies Association Strategic Plan (NCMA 1-4) Bylaws (NCMA 1-2)

Source Material

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Committee Board Briefs (PY 2010 and 2011) Cambria worked with staff to identify tasks

performed by staff vs. committees Staff responsibilities

◦ Secretary position assumed by member of staff in 2009

◦ Addition of Chief Learning Officer in 2011 Survey of committee chairs Committee members experience Additional insight provided by Executive

Director

Source Material

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Is the committee necessary to accomplish the responsibilities of the Board of the Directors?

Does the committee charter reflect the task performed by the committee vs. staff?

Does the committee support the implementation of an established program?

Does the committee allow the Board to fulfill its fiduciary responsibility?

Is the committee effective or accomplishing its purpose?

Things considered

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Is the committee effective or accomplishing its purpose?

Is the committee aligned with our strategy? Is the charter aligned with the practices? Can any of the committees be combined? Has the mission of the committee been

completed?

Things considered

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Defined in NCMA 5-10, Committees Types of Committees

◦ Board Committees (permanent committees) Comprised solely of Board Members Deal with policy and strategic work and may make

decisions on behalf of the Board Propose policy, and prepare the Board to make

decisions about the direction of the Association◦ Standing Committees (permanent committees)

Perform essential responsibilities of the Association and its Directors

Members may be either Board members or members of the Association

Current Approach

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Types of Committees (Cont.)◦ Ad Hoc Committees

Established by the Executive Committee or full Board to deal with Specific issues of limited duration

Not listed in the Policy Limited duration is not defined

Current Approach

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Current Committees Board Committees

◦ Executive◦ Finance and Budget◦ Strategic Planning

Standing Committees◦ Governance ◦ Audits◦ Asset Management◦ Nominations and Elections◦ Awards & Honors◦ Professional Standards & Ethics◦ Executive Director Assessment◦ Professional Advocacy◦ CMLDP◦ University Outreach and

Relations◦ Chapter Development

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Oversight Committees deal with policy and strategic work and ensure integrity of financial operations

Standing Committees- Issues of interest to the Board but are not categorized as oversight nor are they project- or task-based

Working Groups provide deliverables based on a schedule or project Established by Executive Director or President

Proposed Approach

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Oversight◦ Executive◦ Finance & Budget◦ Audit◦ Strategic Planning

Standing◦ Governance◦ Nominations and Elections◦ University Outreach & Relations◦ Chapter Development

Proposed Approach

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Working Group◦ CMLDP Oversight◦ Awards & Honors

Dissolve & Transition responsibilities◦ Asset Management to Finance Committee◦ Executive Director Assessment to Executive

Committee◦ Professional Standards & Ethics and

Professionalism Advocacy Executive Director and Chief Learning Officer will

monitor these areas and working groups will be charted as necessary

Proposed Approach

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Proposed Committees Board Oversight

Committees◦ Executive (includes

Executive Director Assessment)

◦ Finance and Budget (includes Asset Management)

◦ Strategic Planning◦ Audits

Standing Committees◦ Governance ◦ Audits◦ Asset Management◦ Nominations and Elections◦ Awards & Honors◦ Professional Standards & Ethics◦ Executive Director Assessment◦ Professional Advocacy◦ CMLDP◦ University Outreach and

Relations◦ Chapter Development

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Working Groups◦ CMLDP◦ Awards & Honors◦ Others – to be determined

Proposed Working Groups

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Approved Proposed structure Revisit committee structure every 3-5 years

Summary

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“Be it resolved, that the following committees changes are made: Executive Committee, Finance and Budget, Strategic Planning and Audit committee are changed to Oversight Committees: Governance, Nominations and Elections, University Outreach and Development and Chapter Development remain Standing Committees and that Awards & Honor, CMLDP Oversight, Asset Management, Executive Director Assessment, Professional Standards & Ethics and Professionalism Advocacy Committees are dissolved, and that the revised policies listed are approved as presented

 Policy 2-1, Board of Directors (November 2011)Policy 2-2, President (November 2011)Policy 2-3, President Elect (November 2011)Policy 2-4, Past President (November 2011)Policy 2-5, Secretary (November 2011)Policy 2-6, Treasurer (November 2011)Policy 2-7, General Counsel (November 2011)Policy 2-8, Executive Director (November 2011)Policy 3-1, Executive Committee (November 2011)Policy 3-2, Governance Committee (November 2011)Policy 3-3, Finance and Budget Committee (November 2011)Policy 3-4, Audit Committee (November 2011)Policy 3-5, Reserved

Resolution

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Policy 3-8, ReservedPolicy 3-9, ReservedPolicy 3-10, ReservedPolicy 3-11, ReservedPolicy 3-12, ReservedPolicy 3-13, University Outreach and Relations Committee (November 2011)Policy 3-14, Chapter Development Committee (November 2011)Policy 3-15, Strategic Planning Committee (November 2011)Policy 5-1, Association Policy Formulation and Implementation (November 2011)Policy 5-2, Financial Management Policies (November 2011)Policy 5-4, Certification Policies (November 2011)Policy 5-5, Education Policies (November 2011)Policy 5-7, Chapter Policies (November 2011)Policy 5-10, Committees Policy (November 2011)Policy 5-13, Strategic Management Policy (November 2011)” Note: this resolution requires a majority vote to pass.  

Resolution (cont.)

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Backup

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Committee

Responsibilities 2011-2012 Chair

Support

Staff

Proposed

Executive Acts on behalf of the Board on urgent matters between business meetings, and sets compensation and deals with personnel matters

Charlie Chadwick

Neal Couture

Oversight

Finance & Budget

Oversees the financial policies and operations of the association

Kim Rupert Sam Smith

Oversight

Strategic Planning

Oversees the association’s strategic management process

Charlie Chadwick

Neal Couture

Oversight

Governance Maintains the Bylaws, advises the Board on governance structures & practices, advises the Board and proposes policy for the association

Penny White Cambria Tidwell

Standing

Proposed Structure

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Committee

Responsibilities 2011-2012 Chair

Support

Staff

Proposed

Audit Oversees the financial audits and selects the auditor

Penny White Sam Smith

Oversight

Asset Management

Oversees the assets and investments, drafts investment policy statements for Board approval and advises the Board on policies

Bill Kaplan Sam Smith

Cancel – Combine with Finance

Nominations and Elections

Identifies candidates for officer, director and committee positions, oversees the election process and recommends committee assignments

Karen Wilson Neal Couture

Cambria Tidwell

Standing

Awards and Honors

Oversees the establishment and operation of awards programs and identifies, nominates, evaluates nominations and selects award candidates

Janet Mattson Mary Beth Lech

Cancel – Working Group

Recommended Structure

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Committee

Responsibilities 2011-2012 Chair

Support

Staff

Proposed

Professional Standards & Ethics

Develops, maintains and communicates standards of the profession

Po Collins Al Boykin Cancel

Executive Director Assessment

Responsible for the annual evaluation of the Executive Director’s performance

Charlie Chadwick

Sam Smith for data requests

Cambria Tidwell to schedule meetings

Cancel – Combine with Executive

Professionalism Advocacy

Monitors, analyzes and communicates developments and issues affecting the contract management profession

Larry Trowel Neal Couture

Al Boykin

Cancel

Recommended Structure

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Committee

Responsibilities 2011-2012 Chair

Support

Staff

Proposed

CMLDP Oversight

Oversees the design and performance of the CMLDP, including the approval of curriculum, review and selection of program applicants and mentors, and program assessment

Michelle Currier

Susan Esprella

Cancel – Working Group

University Outreach & Relations

Establishes and manages relationships with the academic community

Russ Blaine Al Boykin Standing

Chapter Development

Addresses and proposes changes relating to issues impacting the viability and effectiveness of chapter operations

Whitney Taylor

Mary Beth Lech

Michael Wright

Standing

Recommended Structure

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NCMA’s mission is to advance the contract management profession.

Mission

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OUR 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.

 OUR VISION FOR THE ORGANIZATION 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.

Vision

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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 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.

Value Propositions

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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;◦ 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.

Our Values

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Responding to these external and internal forces, the Association will strive to accomplish the following objectives during the succeeding five program years:

◦ Develop and institutionalize an effective advocacy and outreach program that provides a neutral forum for the profession. The desired outcomes for this objective are public recognition that CM is an essential business management function, and public recognition that NCMA is the preeminent neutral forum for contracting professionals.

 ◦ Create standards for the profession that are widely recognized and adopted. The desired

outcome for this objective is for NCMA's standards to be accepted across multiple domains (Government, Industry, Academia) as a framework for best practices.

 ◦ Create programs and services to help people enter into and progress within the contract

management profession. 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.

◦ Enhance and develop program delivery techniques to improve value for existing and potential members. The desired outcome for this objective is that NCMA will have multiple program and service delivery methods to maximize member value and engagement opportunities.

 

Objectives and Strategies

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Organization - November 2006

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Organization - September 2011

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