National contract management association board of directors 2007 2008
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National Contract Management Association Board of Directors 2007-2008. How NCMA Works. Vision, Mission, Values, and Strategic Agenda. Vision.

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National Contract Management Association Board of Directors 2007-2008

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National contract management association board of directors 2007 2008

National Contract Management AssociationBoard of Directors 2007-2008

How NCMA Works

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Vision mission values and strategic agenda

Vision, Mission, Values, and Strategic Agenda

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Vision

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 (April 2007)

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Mission

Mission

  • NCMA’s mission is to improve organizational performance through effective contract management.

- NCMA Policy 1-4, Long Range Plan and Strategic Objectives (April 2007)

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Values

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 (April 2007)

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Values continued

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’ independence of purpose, freedom of action, and responsibility to the people and organizations they serve.

- NCMA Policy 1-4, Long Range Plan and Strategic Objectives (April 2007)

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Value propositions

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 to facilitate chapters aligned with the focus of local contracts professionals.

- NCMA Policy 1-4, Long Range Plan and Strategic Objectives (April 2007)

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Value propositions continued

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 (April 2007)

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Strategic objective 1

Strategic Objective #1

  • Take a more active role in professional advocacy.

    • Develop professional standards, including an updated ethics standard.

    • Expand and improve awards programs, and publicity of award winners, to recognize excellent performance within the contracting profession.

    • Monitor public policy, providing timely information and opinions to members and organizations on legislative and regulatory actions that affect the contract management profession.

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Strategic objective 2

Strategic Objective #2

  • Create the next generation of contract management professionals.

    • Create student chapters.

    • Recruit student members.

    • Create programs and services for students.

    • Incorporate student activities in all programs and services.

    • Increase internship opportunities.

    • Develop standard curricula for undergraduate, graduate and continuing education programs.

    • Expand CM curricula in university programs.

    • Conduct Leadership Development Program (CMLDP)

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Strategic objective 3

Strategic Objective #3

  • Penetrate the federal contracting community to a greater degree.

    • Expand BOA appointments.

    • Expand and publicize DAU and FAI recognition of NCMA certification equivalency to Defense Acquisition Workforce Improvement Act Certification.

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Ten basic responsibilities of nonprofit boards

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.

  • 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

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Ten basic responsibilities of nonprofit boards continued

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.

  • Ensure adequate resources. One of the board's foremost responsibilities is to provide adequate resources for the organization to fulfill its mission.

Source: BoardSource

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Ten basic responsibilities of nonprofit boards continued1

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.

  • 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

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Ten basic responsibilities of nonprofit boards continued2

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]

  • 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

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Ten basic responsibilities of nonprofit boards continued3

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.

  • 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

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Ncma people and programs

NCMA People and Programs

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Board of advisors boa

Board of Advisors (BOA)

  • 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.

  • 105 current, increasing to 200 in 2007-2008.

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Council of fellows cof

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.

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Contract management institute cmi

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 except for Golf Tournament.

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Staff

Staff

  • 23 FTEs

  • ASAE benchmarks 39.0 FTEs – 40.4 FTEs

  • Salaries and benefits as % of revenue = 31%

  • ASAE benchmarks are 35.4% – 37.1%

  • Revenue per employee = $258,112

  • ASAE benchmarks are $185,000 - $197,000

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Neal j couture cpcm executive director

Neal J. Couture, CPCMExecutive Director

  • Governance activities, and Board management.

  • Strategic planning and management.

  • Staff management.

  • Executive Committee.

  • Strategic Planning Committee.

  • Finance and Budget Committee.

  • Advocacy Committee.

  • Chapter Development Committee.

  • CMI management.

January 1999

Member since 1986

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Steven boshears cpcm cfcm fellow chief knowledge officer

Steven Boshears, CPCM, CFCM, FellowChief Knowledge Officer

  • Resident subject matter expert.

  • Programs include:

    • National Education Seminars.

    • Certification programs.

    • Audio-seminar programs.

    • Education publications (books and study guides).

    • Conference program content.

    • On-line programs.

    • LDP and Student programs (Dr. John Wilkinson).

  • Advocacy Committee.

  • Contract Management Certification and Accreditation Board (CMCAB).

July 2004

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Sam smith cpa chief financial officer

Sam Smith, CPAChief Financial Officer

  • Financial management and reporting (including CMI).

  • Accounting.

  • Investments.

  • Audit coordination.

  • Information technology systems.

  • Finance and Budget Committee.

  • Asset Management Committee.

  • Audit Committee advisor.

September 2002

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Amy miedema director of creative services

Amy MiedemaDirector of Creative Services

  • Editor-in-chief.

  • Contract Management magazine.

  • Journal of Contract Management.

  • Advertising services.

  • CM Jobs.com website and career programs.

  • NCMAHQ website content management.

  • Marketing collateral design and production.

  • Educational product editing, design, and production.

September 2001

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Michelle beckner bourke cmp director of meetings

Michelle Beckner-Bourke, CMPDirector of Meetings

  • Conference logistics management.

    • Event registration.

    • Site review and selection.

    • Speaker coordination.

    • Volunteer coordination.

    • Facility contracts.

    • Room blocks.

  • Programs include:

    • World Congress.

    • Aerospace and Defense Contract Management Conference.

    • Government Contract Management Conference.

    • Executive Conference.

    • Leadership Summit and Mid-year Leadership Conferences.

    • Governance meetings.

June 2002

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Rita rose membership manager

Rita RoseMembership Manager

  • Membership benefits.

  • Membership trend analysis and reports.

  • Organization and group membership sales.

October 2006

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Wendy murrah chapter relations manager

Wendy MurrahChapter Relations Manager

  • Chapter oversight, support, reports, and communications.

  • Awards programs.

  • Leadership Summit and Mid-Year Leadership Conference program development.

  • Fellows communications.

  • Chapter Development Committee.

  • Awards and Honors Committee.

June 2001

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Correen dingle customer service manager

Correen DingleCustomer Service Manager

  • Telephone and email customer service.

  • Customer contact information.

  • Membership application processing.

  • Membership invoicing.

  • Certification application processing.

  • Book order processing and fulfillment.

  • Conference registration (except for Congress).

April 2007

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National contract management association board of directors 2007 2008

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National contract management association board of directors 2007 2008

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Membership

Membership

  • Member-only benefits include:

  • NCMA Affiliation

  • Chapter Affiliation

  • Contract Management Magazine

  • Journal of Contract Management

  • CM News (now twice monthly)

  • StudentConnect (student and faculty members only)

  • Salary Survey Executive Summary

  • Volunteer leadership opportunities

  • Resource Guide

  • Discounts on Professional Certification Programs, Audio Seminars,E-Courses, Educational Conferences, Publications, Chapter Programs and National Educational Seminars.

  • Public access:

  • www.ncmahq.org (main NCMA website containing news and information)

  • www.ContractManagementJobs.com (job listings and resumes)

  • Career Fairs

  • Networking Opportunities

  • Awards and Honors

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Membership1

Membership

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Membership2

Membership

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National education seminars

Chapter hosts (35)

Chapter sets the price

Chapter selects the speaker

Chapter manages the facilities, logistics

Share marketing

Chapter pays NCMA $99 pp

NCMA hosts at Chapter’s invitation (10)

NCMA sets the price

NCMA selects the speaker

NCMA manages the facilities, logistics

Share marketing

Chapter receives $20 pp

NCMA manages (10)

NCMA does everything

No chapter involvement

Solicitations, Bids, Proposals and Source Selection - August 2007!

Earned Value Management -November 2007!

Leadership: Building High-Performance Buying and Selling Teams

Performance-Based Acquisition

Contract Negotiations

Best Contracting Practices for Business

Service Contracting: An Integrated Approach

The Contracting Professional as Risk Manager

Project Management in the Contracting Process

National Education Seminars

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Audio seminars

FAR Part 45 Rewrite - The New Government Property Clause June 26, 2007

FAR Overview (Subchapter A – General) (Basics) July 12, 2007

Contract Administration Basics (Planning) (Basics) July 19, 2007

Contract Law Basics (Basics) August 9, 2007

Pricing Basics (Introduction to Pricing) (Basics)August 23, 2007

Audio-seminars

  • live, 90-minute events, much like talk radio programs

  • speakers use prepared slides that are sent to the participating sites through e-mail in advance of the seminar

  • one low fee per seminar, no limit to number of people that can listen at each site.

  • recorded audio CDs (with all seminar materials included as PDF documents) available for purchase.

  • price is $179 per site.

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E courses

Certificate of Ethics Education

Five courses:

Business Ethics: An Introduction

Ethical Leadership

Resolving Conflicts of Interest

Gifts and Gratuities

Government Contracts: Truth in Negotiations

Self-paced, asynchronous

$300 members/$350 non-members for all five courses.

E-courses

Certification prep courses

  • General Business Module Prep Courses (5 titles)

  • Federal Module Prep Course

  • Commercial Module Prep Course*

  • Self-paced, asynchronous

  • $125 per course

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    Certification

    Certification

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    Publications

    Publications

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    Conferences

    Conferences

    • Conference chairs nominated by Executive Director and appointed by President.

    • Site selection, dates, and pricing.

    • Paperless events – online within 1 week.

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    Advertising

    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

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    Exhibitors

    Exhibitors

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    Education partners

    Education Partners

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    National contract management association board of directors 2007 2008

    Corporate Sponsors

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    E newsletters

    E-Newsletters

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    Chapters

    Chapters

    • 148 chartered chapters

      • 3 student chapters

      • 1 “organizational” chapter – National Guard Bureau

    • 118 active (leaders identified, programs)

    • 2 actively reorganizing (leaders identified, no programs)

      • Music City, Charleston

    • 15 in “rescue” queue (more than 25 members, no leaders)

      • Sand Hills, San Gabriel, High Desert, Golden Gate, Monterey Peninsula, Chicago, Gateway to the South, Capital Region, Northeast Ohio, Portland/Vancouver, Greenville, Heidelberg/Ramstein, Indianapolis, Maple Leaf, Research Triangle

    • 13 dormant (less than 25 members)

      • Western Michigan, Magnolia, Jersey Shore, Western Australia, Cairo, Egypt, Anglo-American, Hafa Adai, Cukorova, East Anglia, Tulsa, Seoul, Kuwait, Okinawa Island

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    Relocation

    Relocation

    • Relocated to Ashburn, Virginia in March 2007

    • Own 6,000 s.f. office condominium

    21740 Beaumeade Circle, #125

    Ashburn, VA 20147

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    Chapter financing

    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.

    • 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.

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    Review of current financial condition

    Review of Current Financial Condition

    • Statement of Activities, for the 11 month period July 1, 2006 through May 31, 2007.

    • Statement of Position, as of May 31, 2007.

    • Annual Operating Budget for FY 2008.

    • Amounts in reserve in restricted and unrestricted funds.

    • Line of Credit available through Wachovia.

    • D&B Credit score.

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    Board committees

    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.

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    Standing committees

    Standing Committees

    • Standing committees perform essential responsibilities of the Association and its Directors. The following Standing Committees are established:

    • Policy: Advises the Board and proposes policy for the association. Reference Policy 3-2, Policy Committee for specific charter and duties.

    • Audit: Oversees the financial audits and selects the auditor. Reference Policy 3-4, Audit Committee for specific charter and duties.

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    Standing committees continued

    Standing Committees (continued)

    • 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.

    • Governance: Maintains the Bylaws and advises the Board on governance structures and practices. Reference Policy 3-6, Governance Committee for specific charter and duties.

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    Standing committees continued1

    Standing Committees (continued)

    • 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.

    • 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.

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    Standing committees continued2

    Standing Committees (continued)

    • 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.

    • 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.

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    Standing committees continued3

    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.

    • 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.

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    Standing committees continued4

    Standing Committees (continued)

    • 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.

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    Ad hoc committees

    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.

    • Chapter Development Committee is the only appointed ad hoc committee presently.

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    National contract management association board of directors 2007 2008

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