Board Policy Manual Spebsqsa-Books Pdf

BOARD POLICY MANUAL SPEBSQSA
16 Mar 2020 | 34 views | 0 downloads | 51 Pages | 1.18 MB

Share Pdf : Board Policy Manual Spebsqsa

Download and Preview : Board Policy Manual Spebsqsa

Report CopyRight/DMCA Form For : Board Policy Manual Spebsqsa



Transcription

This page inserted for assistance in printing hard copy. Use it for notes, Board Policy Manual Edition Date May 21 2017 2. BOARD POLICY MANUAL, With all revisions through May 21 2017. TABLE OF CONTENTS, I Pillars 5, II Executive Limitations General Executive Constraint 6. A Treatment of Staff and Volunteers 6, B Budgeting 7. C Financial Condition 8, D Asset Protection 9, E Compensation and Benefits 10.
F Strategic Planning Process 11, III Governance Process General Governance Commitment 12. A Governing Style 12, B Board Job Description 14, C Board Reimbursement for Attending Meetings 15. D Role of the Society President as Chairman 16, E Board Committee Principles 18. F Board Committee Structure 19, 1 Nominating Committee 19. 2 Governance and Bylaws Committee 19, 3 Honorary Membership Committee 20.
4 Hall of Fame Committee 20, 5 CEO Evaluation Committee 22. 6 Ethics Committee 23, 7 Audit Committee 23, 8 Strategic Planning Committee 24. 9 Finance Committee 25, G Strategic Planning Process Annual Board Planning Cycle 27. H Board Members Code of Conduct 28, I Barbershop Style Definition 29. J Attending District Conventions HOD Meetings 29, IV Board CEO Relationship General CEO Role 30.
A Delegation to the CEO 30, B CEO Job Performance 31. C CEO Compensation and Benefits 32, D Monitoring Organizational Performance 33. E CEO Committees and Task Forces 34, Board Policy Manual Edition Date May 21 2017 3. V Society Board Job Descriptions 35, A President 35. B Immediate Past President 36, C Executive Vice President 37.
D Treasurer 38, E Secretary 40, F Board Director at Large 41. Appendix A Monitoring Schedule Matrix 42, Appendix B CEO Job Description 47. Appendix C BHS Financial Presentation Timeline and Finance Committee. Review Process 49, History of revisions to Board Policy Manual 50. Board Policy Manual Edition Date May 21 2017 4, I POLICY TYPE PILLARS. POLICY TITLE PILLARS FOR CURRENT YEAR, The Society s strategic Pillars for the current year shall be published by the Board in a.
manner to be widely available to the membership of the Society. See policy III G Strategic Planning Process Annual Board Planning Cycle for creation. and monitoring of Pillars, II POLICY TYPE EXECUTIVE LIMITATIONS. POLICY TITLE GENERAL EXECUTIVE CONSTRAINT, The CEO shall not knowingly cause or allow in the organization any practice activity. decision or circumstance that is imprudent unlawful unethical in violation of commonly. accepted business and professional ethics that is in violation of the organization s human. resources policy and procedures that is in violation of the Society s Bylaws or Policy Manual. or that would jeopardize the Society s tax exemption or cause any penalty to be imposed. against the Society by the IRS, Monitoring, Method on going and internal report. Frequency quarterly 15 days prior to each of the four quarterly meetings of the Board. Board Policy Manual Edition Date May 21 2017 5, II POLICY TYPE EXECUTIVE LIMITATIONS. A POLICY TITLE TREATMENT OF STAFF AND VOLUNTEERS, Dealings with staff and volunteers will not be inhumane manipulative unfair undignified.
unnecessarily argumentative unresponsive untruthful disrespectful or significantly. disruptive to morale, Accordingly the CEO may not, 1 Operate without personnel procedures that clarify personnel rules for staff provide. for effective handling of grievances and protect against wrongful conditions. 2 Discriminate or retaliate against any staff member for expressing an ethical dissent. 3 Prevent staff from appealing to the Board when, a internal grievance procedures have been exhausted. b the employee alleges either, 1 that Society personnel policy or Board policy has been violated to his. or her detriment or, 2 that Society personnel policy or Board policy does not adequately. protect those rights protected by law, 4 Fail to acquaint staff with their rights under this policy.
5 Use methods of collecting reviewing transmitting or storing personnel records. information that fail to protect against improper access to the material. Monitoring, Method internal report, Frequency quarterly at least 15 days prior to each quarterly meeting of the Board. Should a violation arise during any quarter the CEO shall report to the Board at the next. meeting of the Board regardless of whether it is a quarterly meeting telephone conference. or other called meeting of the Board, Board Policy Manual Edition Date May 21 2017 6. II POLICY TYPE EXECUTIVE LIMITATIONS, B POLICY TITLE BUDGETING. Budgeting any fiscal year or the remaining part of any fiscal year shall not deviate materially. from Board Pillars priorities risk fiscal jeopardy or fail to show a generally acceptable level. of foresight, Accordingly the CEO may not cause or allow budgeting that. 1 Contains too little information to enable, a reasonable projection and correlation of revenues and expenses separation of.
capital and operational items and cash flow, b disclosure of planning assumptions. 2 Plans the expenditure in any fiscal year of more funds than are conservatively. projected to be received, 3 Plans to use the contingency fund. 4 Fails to provide annually sufficient funds for Board prerogatives such as costs of. fiscal audit Board development Board and committee meetings and Board legal fees. 5 Fails to provide for airfare plus two nights lodging and per diem for all Society Board. at large nominees and officer nominees who are not sitting Board members. Monitoring, Method internal report, Frequency annually 15 days prior to fall meeting of the Board. Board Policy Manual Edition Date May 21 2017 7, II POLICY TYPE EXECUTIVE LIMITATIONS. C POLICY TITLE FINANCIAL CONDITION, With respect to the actual ongoing condition of the organization s financial health the CEO.
may not cause or allow the development of fiscal jeopardy or a material deviation from. budgeted expenditures for Board priorities established in Pillars policies. Accordingly the CEO may not, 1 Use any long term reserves. 2 Allow cash to drop below 90 days cash on hand as calculated in the monthly. Dashboard The CEO may not allow the quick ratio to fall below 1 one as an average. over a calendar quarter, 3 Allow tax payments or other government ordered payments or filings to be overdue. or inaccurately filed, 4 During a fiscal year move the budgeted income or the lesser of 25 000 or twenty. percent of the budgeted expense from one of the seven Society budget categories to. another of the six Society budget categories without prior consent of the Board. 5 Fail to require that staff submit all expense accounts to their immediate superior for. approval within thirty days following expenditure The CEO is not required to submit. the CEO expense accounts for approval but the CEO shall review expense accounts. with the Chief Financial Officer and Society Treasurer at least quarterly. 6 Fail to require that all travel by Society staff Society committees and the Board be. within the policy statement as published in the Society Personnel Policy Handbook. The Chief Financial Officer or the CEO must pre approve reimbursable airline travel. expense that exceeds 500, Monitoring, Method internal report. Frequency in accordance with Appendix C, Method external report.
Frequency annually by the end of April, Board Policy Manual Edition Date May 21 2017 8. II POLICY TYPE EXECUTIVE LIMITATIONS, D POLICY TITLE ASSET PROTECTION. The CEO may not allow assets to be unprotected inadequately maintained or unnecessarily. Specifically the CEO may not, 1 Fail to insure against theft and casualty losses to at least 80 percent replacement. 2 Fail to insure against liability losses to board members staff or the organization. itself in an amount equal to or greater than 2 million with a 5 000 deductible. 3 Subject facility and equipment to improper wear and tear or insufficient. maintenance, 4 Unnecessarily expose the organization its Board or staff to claims of liability or loss. 5 Make any purchase or commit the organization to any single expenditure or contract. of greater than 50 000 except Harmony Directors College hotel and other. convention contracts and payroll and any Society wide training event. 6 Enter into or allow to be entered into any binding hotel services or other contract. or letter of agreement unless it contains an appropriate escape or termination clause. that defines reduced or pro rata liabilities, 7 Make any purchase.
a wherein normally prudent protection has not been given against conflict of. b of over 10 000 without having obtained competitive prices and quality. c which is unbudgeted and over 25 000 without Board approval. 8 Receive process or disburse funds under controls that are insufficient to meet the. auditor s standards, 9 Invest or hold operating capital in uninsured checking savings or money market. 10 Acquire encumber or dispose of real property, 11 Allow any staff member or himself to charge a personal expense to a Society credit. card or account, Monitoring, Method internal report and external as part of the audit report. Frequency quarterly at least 15 days before each quarterly meeting of the Board. Board Policy Manual Edition Date May 21 2017 9, II POLICY TYPE EXECUTIVE LIMITATIONS. E POLICY TITLE COMPENSATION AND BENEFITS, With respect to employment compensation and benefits to employees consultants.
contract workers and volunteers the CEO may not cause or allow jeopardy to fiscal. integrity or public image, Accordingly the CEO may not. 1 Change the CEO s own compensation and benefits, 2 Promise or imply guaranteed employment. 3 Establish current compensation and benefits that. a Deviate materially from the geographic or professional market for the skills. b Create obligations over a longer term than revenues can be safely projected in no. event longer than one year and in all events subject to losses of revenue. c Deviate materially from practices that would in the aggregate position the. Society at or slightly above the median of ASAE American Society of Association. Executives survey data, d Fail to use ASAE Association Executive Compensation Benefits Study survey. data reported for Individual Membership Organizations with similar staff and. budget profiles When appropriate for problematic recruitment retention salary. management situations ASAE All Organizations data may also be referenced. e Fail to benchmark Society staff productivity closely with Personnel Expense and. Budget Ratio standards reported in the ASAE Blue Chip Compensation Benefits. Study survey for Individual Membership Organizations with similar staff and. budget profiles in categories of Salary Costs as a of Total Annual Budget and. Salary Costs Per Employee and also for Budget Productivity Ratios. corresponding to Total Annual Budget Per Employee and Total Annual Budget. Per Member, 4 Establish or change benefits that, a Cause unfunded liabilities to occur or in any way commit the organization to. benefits that incur unpredictable future costs, b Provide less than some basic level of benefits to all full time employees though.
differential benefits to encourage longevity in key employees are not prohibited. c Allow any employee to lose pension benefits already accrued from any foregoing. d Treat the CEO differently from other comparable key employees. Monitoring, Method internal report, Frequency quarterly at least 15 days prior to each quarterly meeting of the Board. Board Policy Manual Edition Date May 21 2017 10, II POLICY TYPE EXECUTIVE LIMITATIONS. F POLICY TITLE STRATEGIC PLANNING PROCESS, In order to fulfill the requirements of III G of this Board Policy Manual the CEO shall not fail. 1 Create implement execute and refine the BHS strategic planning process This. process shall engage all appropriate stake holders and ensure that Society programs. and projects are planned funded and managed so as to achieve Board approved. aims that are referred to as the pillars upon which all of our activities rest This. process shall include both annual adjustments to reflect changes in the operating. environment and tri annual reviews of all aspects of Society pillars plans and. operations to ensure they remain relevant and effective in a changing world. 2 Develop an annual plan for advancing the pillars of the Society This plan will be. presented to and approved by the Board at its annual fall meeting. 3 Develop and present for formal Board approval at its annual fall meeting an annual. budget linked to proposed programs and projects for the coming year. 4 Develop and present for Board discussion at the fall and midwinter meetings a draft. 2 year budget linked to the plans programs and projects forecast through the. strategic planning process, 5 Ensure that timely and accurate progress reports focused on specific achievements. issues and shifts in strategy are provided to the Board throughout the year Formal. comprehensive presentations shall be provided at the winter spring summer and. fall board meetings paying special attention to measurement of progress against. established metrics, Monitoring, Method internal report.
Frequency The annual plan of subsection 2 and the annual budget of subsection 3 will be. due at the fall Board meeting The 2 year budget of subsection 4 would be due a. b the employee alleges either 1 that Society personnel policy or Board policy has been violated to his or her detriment or 2 that Society personnel policy or Board policy does not adequately protect those rights protected by law 4 Fail to acquaint staff with their rights under this policy 5 Use methods of collecting reviewing

Related Books

U NBINDING GraceNet

U NBINDING GraceNet

Unbinding Your Heart contains another set of 40 days of prayers for your whole church to use later if these are helpful to you Pray on your own each day Meet with a prayer partner once a week Talk argue think laugh and pray with a group of other church leaders from your congregation each week as you study this book together

Unbinding Your Heart GraceNet

Unbinding Your Heart GraceNet

STEP TWO Unbinding your Heart 40 Days of Prayer amp Faith Sharing All Congregation Study P URPLE R IBBON is a six week church wide small group E vent It s perfect

CHARACTERISTICS AND APPLICATIONS OF THE WATER JET PUMP

CHARACTERISTICS AND APPLICATIONS OF THE WATER JET PUMP

Characteristics and applications of the water jet pump BY E SILVESTER SENIOR LECTURER IX CIVIL ENGINEERING HYDRAULICS UNIVERSITY OF WESTERN AUSTRALIA French text page 461 The variables in ihe operation of the waier jei pump are discussed and certain design features are outlined It is stressed that larger units should be more efficient due to the reduction in the frictional component

the blooo fullbucket de

the blooo fullbucket de

Oscillator 1 has finished a complete waveform cycle to create rich harmonic spectra Filters Each of the two filters of the blooo can be divided into three sections input mixer filter stage and output amplifier The input mixer accumulates the output signals of Oscillator 1 and 2 the Ring modulator output of Oscillator 1 multiplied by the output of Oscillator 2 and a white noise

Library and Archives Canada

Library and Archives Canada

INFORMATION 10 USERS This manuscript hais wn repmduced fm the microfilm master UMI films the text diredly from the original or copy wbmitted Thus some thesis and dissertation

Key issues and research priorities in landscape ecology

Key issues and research priorities in landscape ecology

Key issues and research priorities in landscape ecology An idiosyncratic synthesis Jianguo Wu1 and Richard Hobbs2 1Department of Plant Biology Arizona State University Tempe AZ 85287 1601 USA 2School of Environmental Science Murdoch University Murdoch 6150 WA Australia Author for correspondence e mail Jingle Wu asu edu Received 15 November 2001 accepted in revised form 8

What is a Landscape UMass Amherst

What is a Landscape UMass Amherst

of the principles of landscape ecology apply to ecological mosaics at any scale 3 6 2 The Landscape Concept Structure and Function Regardless of how landscape is defined the concept of a landscape is unequivocal All landscapes have a user defined structure pattern that is hypothesized to influence its function process This interaction between spatial pattern and process

DAG 48 001 230 CORE

DAG 48 001 230 CORE

Landscape ecology was born narrowly linked with geography and suffers a fast paced devel opment during the second half of the 20th century Currently it is a transdisciplinary scien tific perspective consolidated and recognized that aims to understand and to aid solving some of the main contemporary environmental challenges for the conservation of cultur al and natural patrimony In this

INTRODUCTION TO LANDSCAPE ECOLOGY PATCH MATRIX EDGE

INTRODUCTION TO LANDSCAPE ECOLOGY PATCH MATRIX EDGE

INTRODUCTION TO LANDSCAPE ECOLOGY PATCH MATRIX EDGE MOSAIC HARVARD GSD CAREER DISCOVERY 2013 Animals plants water wind materials and peo ple move through spatial patterns characteristic of virtually all landscapes and regions Th is up to date synthesis explores the ecology of hetero geneous land areas where natural processes and human activities spatially interact to produce an

Searching for Patterns Landscape Ecology

Searching for Patterns Landscape Ecology

Landscape Ecology Studying patterns across space and time Landscape ecology is the study of how the parts of an ecosystem relate to one an other across space and time Scientists who study landscape ecology can measure things like the connectedness or fragmentation of areas of habitat They employ re