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PREFACE

Welcome to this years edition of the NCMA Chapter Guide. It is designed to help you lead your chapter through a successful year. By using this guide, participating in our monthly chapter leadership discussions, and attending national chapter leader meetings, I hope that you will motivate others in our profession. NCMA is a large, complex organization composed of over 21,000 members in 119 chapters (including a Virtual Chapter) across the United States and in more than 13 countries. In practice, NCMA is a collection of networksor communitieswhere people within the contract management profession come together with a common goal. Members desire to enhance their professional expertise in a non-adversarial environment, which enables them to more effectively accomplish the missions of their organizations. For over 50 years, NCMA has led and represented the contract management profession. We depend on our chapters and our volunteers to carry out our message. Selfless people, like you, who volunteer to organize and run NCMAs chapters, face many challenges, and it is the goal of the NCMA Headquarters staff and the Board of Directors to help you be successful in meeting those challenges. NCMA has policies, guidelines, forms, and timelines (as well as examples, templates, and tools) to help you efficiently implement the work of the organization. Effective communication of this information is essential to your success as a chapter leader. We have developed this Chapter Guide for use by chapter volunteers in order to operate their chapters effectively. It is a tool to help you lead and guide your chapter. It wont solve every issue you will face, but it includes many lessons learned by other chapter leaders like you and is a great starting point. Feel free to make recommendations for changes or to offer your success stories, examples, or tools. Most importantly, do your best with the resources at your disposal, and you and your chapter will be successful. Take advantage of this guide and use it as a launch pad for planning your chapter activities. I encourage you and your leadership team to participate in the annual NCMA Leadership Summit and Mid-Year Leadership meetings with other chapter leaders. You will be motivated to help your chapter grow, learn different approaches for what works (and what sometimes does not work) within chapters, and become a cheerleader for NCMA and the benefits of professional development through networking in chapter meetings and educational offerings. On behalf of the Board of Directors, the staff, and, of course, the members of NCMA, thank you for taking on the responsibility of chapter leadership. We are a better association and profession because we are connected through NCMA. Lets add another inspiring year to our 53 years of success!

ELLIOTT B. BRANCH Fellow NCMA President

INTRODUCTION
This Chapter Guide is a resource for chapter leaders to use in the management of their chapters. It contains information about NCMA, its national organization, and its chapters. The world around NCMA has changed dramatically in recent years; particularly in the changing nature of volunteerism. Due to competing demands on their time, fewer members volunteer for chapter service, and those that do are less willing to assume responsibility for large projects or formal leadership positions. Most importantly, there is a greater turnover rate, meaning fundamental chapter knowledge is being lost. This means chapter leaders must do more with less, be effective recruiters, and, most importantly, understand the value of the chapters corporate knowledge. No single approach works best. And while chapter leaders may believe they know what works and what does not work for their chapters and their members, they must be risk-takers and innovators with a willingness to try something new in an everchanging landscape. Chapter leaders must understand their current membership, their potential membership, and the various organizations that employ their membership. Chapter leaders must have a vision for the chapter, develop strategies for realizing the chapters vision, define implementation plans, and effectively manage the resources at their disposal in order to achieve the plan. Please use the resources in this guide as you plan your chapters activities this program year and as you manage your volunteer leaders.

ABOUT NCMA
History In the late 1950s, several groups of contracting personnel across the United States independently formed three individual associations to address the needs and issues that affected their profession: the National Association of Professional Contracts Administrators (NAPCA) in California, the Government Contract Management Association (GCMA) of New York, and the GMCA of Boston. In the early 1960s, GCMA New York and GCMA Boston merged into one national organization with chapters. The newly unified GCMA then merged with NAPCA in 1965, creating a truly nationwide association with chapters from coast to coast. Soon after the merger, the new association changed its name to the National Contract Management Association (NCMA); establishing the association as we know it today. NCMAs official birth date, May 1959, comes from the incorporation date of NAPCA. Today, NCMA is a worldwide association with chapters in over 13 countries. Our Vision, Mission, and Values Our Vision NCMA will lead and represent the contract management profession. Our vision is that enterprises will succeed through improved buyerseller relationships based on common values, practices, and professional standards. Our Mission NCMAs mission is to improve organizational performance through effective contract management. Our 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 provides employers ready access to skilled human capital, learning resources, best practices, standards, and metrics of the profession; and NCMA enables 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.

Our Values NCMA is 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.

THE SIGNATURE PHRASE OF NCMA


Business Success through Contract Management Excellence

CONTRACT MANAGEMENT CODE OF ETHICS


Each member of the contract management profession (the profession) accepts the obligation to continuously improve ones professional knowledge and job performance in the field of contract management, and to abide by the letter and spirit of the ethical standards set forth below. Each member of the profession shall: Strive to attain the highest professional standard of job performance, exercise diligence in carrying out one's professional duties, and serve the profession to the best of ones ability; Conduct oneself in such a manner as to bring credit upon the profession, as well as to maintain trust and confidence in the integrity of the contract management process; Avoid engagement in any transaction that might conflict or appear to conflict with the proper discharge of ones professional duties by reason of a financial interest, family relationship, or any other circumstances;

Comply with all laws and regulations that govern the contract management process in the jurisdictions in which one conducts business, including protection of competition-sensitive and proprietary information from inappropriate disclosure; Keep informed of developments in the contract management fieldutilizing both formal training and ad hoc meansto continuously increase knowledge, skill, and professional competence; Share ones knowledge and experience openly to contribute to the development of other professionals, improve performance quality, and enhance public perception of the profession; and Not knowingly influence others to commit any act that would constitute a violation of this code.

MEMBERSHIP
Member Rights and Benefits As members of a professional membership society, NCMA members hold one very important right: to participate in the leadership and management of the association. This is accomplished by serving as a volunteer chapter officer, speaker, or committee member. Each member holds one vote in chapter business, has the right to vote for members of the national Board of Directors, and has access to national leaders through chapter presidents and the national Board of Directors. NCMA members receive the following benefits: Contract Management Magazine, containing up-to-date, practical information and industry news in a full-color, monthly publication (also available in a digital edition); The Journal of Contract Management, containing in-depth, scholarly articles on theory and practice through a semiannual, research-based publication; Membership in a chapter of their choosing; A variety of learning resources offered through the NCMA Education Department, including access to reading materials, study guides, certification programs, research opportunities, seminars and conferences, e-learning, and programs offered by educational partners; Free rsum listing, job search, and application submission on ContractManagementJobs.com, the niche market career website for contracts professionals, where, for a small fee, employers can list jobs and search the rsum database of more than 5,000 candidates; Networking opportunities with industry and government leadersthe NCMA Executive Advisory Council boasts a whos who of influential executives from the contracts profession, and the Council of Fellows includes more than 600 of the most accomplished and seasoned professionals in the business; Unrestricted access to NCMAs website, which includes Contracting News, a feature that provides up-to-the-minute announcements of importance to the profession; Access to a special members-only section of the NCMA website; and CM News, a monthly membership e-newsletter that keeps you up-to-date on NCMA activities and opportunities, as well as current news affecting the profession. In addition, members receive substantial discounts for: Applications for NCMAs professional certification programs, including the Certified Professional Contracts Manager (CPCM), Certified Commercial Contracts Manager (CCCM), and the Certified Federal Contracts Manager (CFCM) designations; Registration for annual conferences, including the Aerospace and Defense

Contract Management Conference, the Government Contract Management Conference, and World Congress, in addition to registration for specialized conferences, such as the Leadership Summit and Mid-Year Leadership Conference; Registration for online e-learning courses; Purchase of study guides and manuals; and Access to the NCMA Contract Management Leadership Development Program. Member Categories and Dues: New Member/One-Year$150 (includes $25 initiation fee for new members). Member Pro Vita$1,000 (NCMA membership for life). Renewal Member/One-Year$125. New Member/Multiple Year Memberships o Two years$263 o Three years$362 Renewal Member/Multiple Year Memberships: o Two years$238 o Three years$337 Student Member/One-Year$25 (this membership is for those individuals who are full-time students in an accredited, degree-granting institution and do not hold full-time employment in contract management or a related field). New Professional Member/One-Year$100 (this membership is for those individuals who are age 33 or younger on the date they join NCMA and includes a one-time $25 initiation fee). Renewal New Professional Member/One-Year$75 (this membership is for those individuals who are age 33 or younger on the date of their renewal). Retired Member/One-Year$55 (this membership is for those individuals who are neither employed nor self-employed, and are current members of NCMA). Group Memberships: Organizational and Organizational Individual Memberships provide single billing and a dedicated NCMA staff member to administer your group and answer your questionsorganizational memberships are priced on a sliding scale (the greater the number purchased, the greater the discount). In addition, the one-time initiation fee is often waived when members join in conjunction with National Education Seminar (NES) registrations or in organizational membership purchases. Nonmembers registering for a national conference receive one full year of NCMA membership included in their nonmember registration fee. Please contact NCMA Customer Service at customerservice@ncmahq.org for additional information or pricing for organizational or group memberships.

GOVERNANCE
NCMA Bylaws The national bylaws is a legal corporate document that defines how the association is to be governed. The governance of the association is vested in the Board of Directors. The provisions for the operation of the association are stipulated in the bylaws. Other articles provide for the following: NCMAs office will be located in the Commonwealth of Virginia; The fiscal year is from July 1 through June 30; The purposes of the association include: o To foster the professional growth and educational advancement of members, o Provide for the interchange of information among its members, o Conduct research in the field of the management of contracts, o Provide and maintain standards of proficiency and ethics, o Encourage an increasing professional attitude toward contract management and procurement, and o Unite all persons interested in the profession toward the fulfillment of these purposes; Membership categories, eligibility, and suspension; Initiation fees and dues; Special recognition of members; Chapters, officers, and Board of Directors; Funds, audits, and insurance; and Amendments of bylaws and dissolution of the association. The bylaws are available for all members to review on the NCMA Resources page in the Association Policy Manual. Board of Directors NCMAs Board of Directors is a body of up to 21 members elected to govern the association plus two ex officio, nonvoting members. The board is tasked with: Determining the organizations mission and purposes, Selecting and guiding the executive staff, Ensuring effective organizational planning, Ensuring that adequate resources are available and well-managed to accomplish objectives, and Determining and monitoring the organizations programs and services. The board is composed of three officers, 12 directors elected by members, six directors elected by the board, and the general counsel and executive director (ex officio, nonvoting members).

Officers President As the chief elected officer of the association, the NCMA president provides overall leadership of the association, leading the governance of the association with the Board of Directors. The president is a member elected by the Board of Directors, serving a total three-year termthe first year as president-elect, the second year as NCMA president, and the third year as past president. The NCMA president is a voting member and the presiding officer of the Board of Directors. The president represents the association to the profession and the general public, frequently speaking to officials of government agencies, industry, nonprofit and educational organizations, and other associations. President-Elect Serving in a capacity comparable to senior vice president, the president-elect is second-in-command to the president. The president-elect serves as a member of the Strategic Planning Committee and may be assigned other specific duties by the president. The president-elect is a member elected by the Board of Directors, serving in the first of the total three-year term previously described. The president-elect is a voting member of the Board of Directors, presiding in the absence of the president. Past President An officer of the association, the past president serves as a voting member of the Board of Directors and presides in the absence of the president and presidentelect. A member elected by the Board of Directors, the past president is serving in the third year of the total three-year presidential term previously described. The past president serves as the chair of the Nominations & Elections Committee, serves as a member of the Strategic Planning Committee, and may be assigned other specific duties by the president. Board Directors (member-elected) Serving staggered three-year terms, members of the Board of Directors are elected by the NCMA membership. These directors have been actively involved in NCMA at the chapter and national levels. Board Directors (board-elected) The Board of Directors includes six directors from within the senior executive ranks of the contract management profession. These directors are elected by the board and have staggered three-year terms so that two new directors are elected each year.

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Executive Director The chief staff executive responsible for the operations of the association, the executive director serves as an ex officio, nonvoting member of the board. General Counsel The general counsel is a volunteer who provides legal advice and parliamentary guidance. Like the executive director, the general counsel serves as an ex officio, nonvoting member of the board. Boards, Committ ees, and Working Groups The Board of Directors appoints committees and task forces to help govern and manage the association. Standing committees are permanent in nature and ad-hoc committees are formed to address specific problems of limited duration. These groups are staffed by members of the board, chapter leaders, members, and staff. National committees are an excellent way to get involved at the national level and contribute to NCMA and the profession. Executive Committee This committee makes decisions in the absence of the full Board of Directors (within the limitations specified), focuses the boards work by steering the agenda, coordinates the work of the board and its committees, and serves as a principal sounding board and advisor for the president and the executive director. The president serves as the chairperson of the committee. The committee will be composed of the president-elect, past president, executive director, general counsel, and the chairs of the Professional Standards and Ethics Committee and Finance and Budget Committee. For more information, refer to Association Policy Manual 3-1. Governance Committee This committee oversees the associations governance structures, policies, performance, and practices. The committee chairperson will be appointed in accordance with association policies. The chairperson shall be a board member, but not an officer or employee. The committee will be composed of at least five additional members from the Board of Directors or the general membership who possess experience and knowledge of NCMAs governance or who possess other experience and knowledge in not-for-profit or corporate governance. For more information, refer to Association Policy Manual 3-2. Finance and Budget Committee This committee oversees the associations financial planning, funds management, financial risk management, recordkeeping, and the associations investments. This includes overseeing the independent investment manager and recommending investment policy. The committee chairperson will be appointed in accordance

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with association policies. The committee will be composed of between two to four additional members from the Board of Directors or the general membership. For more information, refer to Association Policy Manual 3-3. Audit Committee This committee engages and oversees the independent audit of the associations financial records. The committee chairperson will be appointed in accordance with association policies. The chairperson will be a member of the Board of Directors who possesses expertise in reading and understanding financial statements and who is not an officer or employee of the association. The committee will be composed of between two to four additional members from the Board of Directors, the general membership, or outside of the membership. Members of the committee should have a demonstrated knowledge of accounting, financial management, and the audit process. Association officers and employees may not serve on the committee. For more information, refer to Association Policy Manual 3-4. Nominations and Elections Committee This committee oversees the identification, recruitment, development, election, and succession of the associations national leadersincluding directors, officers, committee members, and other volunteer appointees. Committee members may be from the Board of Directors or the general membership. The past president will be the committee chairperson. For more information, refer to Association Policy Manual 3-7. Committee on Professional Standards and Ethics This committee is responsible for advising the Board of Directors on the adoption and maintenance of professional standards for individuals and organizations that practice contract management. In this context, contract management means any business activity within the scope of the associations Contract Management Body of Knowledge (CMBOK) that is employed or referred to by professionals and others in order to manage customer and supplier expectations and relationships, controls risk and cost, and contributes to the profitability or other success factors of the organization(s) they represent. In this role, the committee shall develop and maintain contract management performance standards and measures for use by and the reference of companies, public agencies, and other institutions in improving contract management performance at individual and organizational levels and obtaining board review and approval for new, revised, or cancelled standards or measures. The committee will be chaired by a member of the Board of Directors appointed in accordance with association policy. The chair will appoint additional members selected from the Board of Directors or the membership who possess significant

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experience and knowledge of contract management. For more information, refer to Association Policy Manual 3-9. Contract Management Leadership Development Program Oversight Committee This committee oversees the design and performance of the Contract Management Leadership Development Program (CMLDP), including the approval of curricula, review and selection of program applicants and mentors, and program assessment. The committee chairperson will be appointed in accordance with association policies. Committee members may be from the Board of Directors or the general membership. For more information, refer to Association Policy Manual 3-12. University Outreach and Relations Committee This committee connects the association and the contract management profession to students, faculty, administrators, and career placement professionals in the academic world. This committee is responsible for the following: Gathering information on educational programs of institutions of higher learning; Identifying contract managementspecific or related degree or certificate of completion programs; Ensuring that these institutions, their faculty, their administrators, and their students are introduced to the association; Encouraging the establishment of curricula specific to contract management; and Informing the members about these institutions and programs. The committee chair is appointed in accordance with association policies. Committee members will include additional members from the Board of Directors or the general membership. For more information, refer to Association Policy Manual 3-13. Chapter Development Committee This committee oversees chapter development and relations on behalf of the Board of Directors. The committee is responsible for the development of standards that enable effective chapter operations and practices. When challenges develop, the committee provides recommendations for solutions. The committee chairperson will be appointed in accordance with association policies. The committee will be composed of the number of individuals determined appropriate by the chairperson. Committee members may be from the Board of Directors or the general membership. For more information, refer to Association Policy Manual 3-14. Strategic Planning Committee This board committee oversees the associations strategic management processes, including: Examining the associations mission, vision, and values statements for currency

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and relevancy; Conducting environmental scans; Reviewing and recommending revisions to the strategic objectives; Reviewing current strategies; Generating and evaluating alternatives; Revising the strategic plan; and Measuring and evaluating the effectiveness of strategies and progress toward objectives.

The president will serve as the committee chair. This committee shall be composed of up to 12 directors, including all members of the Executive Committee, as appointed by the chair. The committee may be advised by non-director members as determined by the chair. For more information, refer to Association Policy Manual 3-15. Awards and Honors Working Group This working group oversees the associations awards and honors programs, including programs for volunteerism and for accomplishments within the contract management profession. These awards programs serve to bring credit and attention to the profession and to the association, as well as to raise the public consciousness of the importance and value of contract management professionals. They directly serve the mission of the association. The committee chairperson will be appointed in accordance with association policies. The committee will be composed of between three and 12 individuals determined by the chairperson. Committee members may be from the Board of Directors or the general membership. In addition, the Awards and Honors Working Group has the authority to revise and administer all awards programs at its discretion. The working group also has the authority to recommend to the Board of Directors, via the executive director, that an award be created or cancelled. The committee develops and implements awards and honors programs designed to motivate, reward, and recognize individual and organizational achievements in support of NCMA activities covering the diversity of NCMAs volunteer activities at the national and local levels. The committee also develops and implements programs designed to motivate, reward, and recognize individual and organizational achievements in performance of contract management and related duties. Programs should cover the diversity of the profession, including all levels of professionals (entry-level, journeyman, management, and executive) and all organizational types (governmental, private industry, institutional, etc.) and industries (aerospace, defense, information technology, telecommunications, etc.). For more information, refer to the working group charter.

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In addition, the Board of Directors appoints other committees or working groups to deal with specific problems or opportunities that arise, such as membership growth. This is an excellent volunteer opportunity for chapter leaders looking to advance in the association. Special Components Executive Advisory Council The Executive Advisory Council is a special component of the association that provides top-level counsel to the national officers of NCMA in planning and achieving the associations objectives. The council consists of members representing a cross-section of senior executives associated with the profession from: The public sector, including federal, state, and local government; The private sector, including industry and professional firms; Accredited educational institutions and/or other recognized training establishments; and Retired individuals. They serve as NCMA members and not as representatives of their agency or sponsors. Council appointments are made by the president for a period of one year. Executive Advisory Council members are expected to perform the following duties: Act as advocates of contract management and acquisition professionalism; Serve as program speakers; Promote professionalism through membership and active participation in NCMA; and Foster effective communication between industry, government, educational institutions, and other organizations and activities concerned with the contract management process. Council members are listed on NCMAs website, under About Us. They are an excellent resource for chapters looking for program speakers. Council of Fellows This special component of the association performs the following functions: Channels resources for use by NCMAs president toward the fulfillment of the associations goals and objectives, Offers opportunities to participate in and guide the associations future direction, Assists in establishing and administering criteria and standards for Fellows, and Fosters a forum for roundtable discussions of issues affecting the contract management profession.

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The Council of Fellows is composed of highly accomplished professionals who are recipients of the Fellow award, NCMAs third-highest award. All new Fellows become members of the Council of Fellows and are encouraged to participate as members of the council. NCMA Fellows are expected to perform the following duties: Provide continuous support in a leadership role for NCMA and the contract management profession, Participate as members of the Council of Fellows and as active members of local NCMA chapters, Contribute to efforts to enhance and expand the professional acceptance of NCMA membership and certification, and Mentor new NCMA leaders. The Council of Fellows is another excellent resource for chapters looking for program speakers. The Fellows application is located on the NCMA Resources page under Award Policies and Guidelines. Contract Management Institute (CMI) This not-for-profit foundation is dedicated to improving the Contract Management Body of Knowledge (CMBOK) through research, education, and scholarship. Its vision is to become the not-for-profit organization of choice, providing genuine value for contributions received to fund research, education, and scholarships in the field of contract management. NCMA created the CMI in 1991 as a way to extend its education and research in acquisition management through the solicitation and utilization of funds outside the scope of NCMAs normal funding sources. The CMIs objective is to raise funds for programs and projects that reach beyond the constituencies of NCMA. NCMA obtains most of its operating income from member dues and educational program revenue, while the CMI operates solely from contributions from individuals and organizations that wish to support its programs. The CMI is a tax-exempt foundation under Internal Revenue Service category 501(c)(3). Contributions by individuals and corporations are deductible as charitable contributions for federal income tax purposes to the extent provided by law. The CMI is governed and managed by a board of trustees consisting of volunteer senior executives from the contract management profession.

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ASSOCIATION POLICIES
The Association Policy Manual is posted online on the NCMA Resources page. It is organized into four parts: 1. Governance documents, 2. Board and officer charters, 3. Standing committee charters, and 4. Specific policies. While most of these policies relate to the operation and governance of the national organization, chapter leaders should become familiar with the Association Policy Manual to understand how chapters and the association work together in the service of members. The following links provide direct access to the various sections of the Association Policy Manual: 1-1 Articles of Amendment (December 2005) 1-1 Articles of Incorporation (February 1994) 1-1 Certificate of Amendment (April 2006) 1-1 Certificate of Amendment (October 12, 2006) 1-2 NCMA Bylaws (January 2011) 1-4 NCMA Strategic Plan (January 2011) 2-1 Board of Directors (March 2012) 2-2 President (March 2012) 2-3 President-Elect (March 2012) 2-4 Past President (March 2012) 2-5 Secretary (March 2012) 2-6 Treasurer (March 2012) 2-7 General Counsel (March 2012) 2-8 Executive Director (March 2012) 3-1 Executive Committee (March 2012) 3-2 Governance Committee (March 2012) 3-3 Finance and Budget Committee (March 2012) 3-4 Audit Committee (March 2012) 3-5 [RESERVED] 3-6 [RESERVED] 3-7 Nominations and Elections Committee (March 2012) [RESERVED] 3-9 Committee on Professional Standards and Ethics (March 2012) [RESERVED] [RESERVED] 3-12 Contract Management Leadership Development Program Oversight Committee (March 2012) 3-13 University Outreach and Relations Committee (March 2012) 3-14 Chapter Development Committee (March 2012)

3-15 Strategic Planning Committee (March 2012) 5-1 Association Policy Formulation and Implementation (March 2012) 5-2 Financial Management Policies (March 2012) 5-3 Membership Policies (January 2010) 5-4 Certification Policies (March 2012) 5-5 Education Policies (March 2012) 5-6 Intellectual Property (July 2008) 5-7 Chapter Policies (March 2012) 5-8 Executive Advisory Council (August 2008) 5-9 Records Access and Retention Policies (July 2005) 5-10 Committee Policies (March 2012) 5-11 Conflict of Interest Policy (December 2003) 5-12 National Election Policy (January 2011) 5-13 Strategic Management Policy (March 2012) 5-14 Whistleblower Policy (July 2009) Board of Directors Travel and Expense Reimbursement Policy (November 2009) Investment Policy Statement, NCMA Restricted Reserve Fund (April 2007) Investment Policy Statement, NCMA Unrestricted Reserve Fund (April 2007)

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NATIONAL OFFICE AND STAFF


Mission The national office implements the strategies and directives of the Board of Directors. The national office is operated by paid employees (staff) led by the executive director. The executive director reports to the president, and staff members of all levels interact extensively with the Board of Directors, Executive Advisory Council, Council of Fellows, board committees, chapters, and members. Staff duties include (among others): Developing operating plans; Coordinating planning and implementing actions with volunteers at all levels; Monitoring performance against objectives; Receiving and processing membership transactions; Helping chapters; Administering awards programs; Marketing association programs and services; Producing publications and website content; Administering the certification application and examination process; Planning and managing national conferences; Developing and organizing educational programs, including the National Education Seminar series, Webinars, e-learning programs, and books and publications; and Managing finances, including paying bills, collecting payments, and preparing financial statements. In addition, staff executives participate in NCMA strategic planning, annual operating planning, and budgeting. Organization The national office is presently staffed by 27 employees, organized in a very flat, matrix structure. Staff members are highly skilled professionals in their respective professions, including: Association management (membership and component relations), Contract management, Education and training, Publishing, Certification, Marketing, Information technology, Meeting planning, and Accounting.

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All managers hold degrees and many hold certifications in their field. Most employees hold at least a bachelors degree. Executive (Michael P. Fischetti, J.D., CPCM, Fellow) Participates in strategic planning and budgeting; Develops operational plans for implementing the NCMA strategic plan; Represents NCMA to partners, competitors, media, and the public; Speaks at national, chapter, and other events on contract managementrelated topics; Administers the governance processes of the association; and Recruits, develops, and leads staff. Learning Management (Alan J. Boykin, CPCM, CFCM, Chief Learning Officer) Responsible for incorporating contract management and related information into the learning, information, networking, certification, advocacy, community, or programs of NCMA; Monitors information sources for anything relevant to contract management and U.S. government contracting; Works with conference chairs and the executive director to develop conference themes, identify topics to cover, and recruit speakers; Consults with the education director for the identification and development of educational program content, curriculum, and speakers, including National Education Seminar and Webinar topics, e-courses, and books; Consults with the executive director, NCMA committees, and other volunteer leaders in the development of advocacy positions; Drafts position statements, writes articles, and makes presentations implementing advocacy committee positions and decisions; Meets with key stakeholders to establish and maintain effective stakeholder relationships; Consults with the Committee on Professional Standards and Ethics to develop standards projects and schedules; and Consults with the University Outreach and Relations Committee, executive director, and other staff and volunteers to develop strategies and action plans for the advancement of NCMAs objectives in this area. Finance (Sam Smith, CPA, Chief Financial Officer) Safeguards the associations assets; Pays invoices and receives all payments; Prepares complete, accurate, and timely financial information;

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Communicates, distributes, and explains financial data to stakeholdersi.e., internal directors, members of the Finance and Budget and Audit committees, and the Board of Directors; Communicates, distributes, and explains investment data to stakeholdersi.e., the Finance and Budget Committee and Board of Directors; Prepares annual association budget and financial plans; Prepares monthly internal financial statements and commentary and estimates at completion (three times per year); Prepares payroll and all related filings; Manages cash flow; Handles federal and state tax filings; Maintains audit relationship; Prepares year-end financial statements for audit and management of audit process with third-party auditors; Maintains banking relationship; Serves as the relationship link with the Finance and Budget Committee; Handles employee benefitsi.e., health, life, disability, and 401K; Insurance; Maintains all internal accounting controls; Issues chapter grant checks; Tracks and records National Education Seminar payments from chapters; Conducts audits of chapter accounts upon request; Advises chapters on financial and tax issues; Performs all accounting for NCMA and the Contract Management Institute (CMI); Serves as the corporate treasurer of NCMA; and Manages the NCMA physical office and daily office administration. Operations (Cambria Tidwell, CAE, Director of Operations & Corporate Secretary) Processes all sales transactions, which include but are not limited to memberships, product orders, conference registrations, and certification applications; Fulfills and ships product orders, including books, magazine subscriptions, and digital downloads; Maintains membership database, to include individual membership records; Develops membership products and programs; Manages NCMAs component relations, which include chapters, the Executive Advisory Council, the Awards and Honors Program, and the Council of Fellows; Administers the governance processes of the association; Serves as the corporate secretary of NCMA;

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Advises customers on NCMAs variety of programs, products, and services to meet their individual and organizational needs via multiple communications methods (phone, e-mail, fax, and mailed correspondence); and Manages NCMAs IT system and network, which includes the physical infrastructure, technical services contractors, multiple Web-based and hosted applications, and general help desk support. Chapter Relations (Mary Beth Lech, CFCM, Fellow, Chapter Relations Manager; and Michael Wright, Chapter Relations Specialist) Receives chapter leader rosters and maintains volunteer activities database; Receives chapter annual reports and provides copies of financial reports and audits to the chief financial officer; Administers chapter grant program; Administers awards programs; Participates on the Chapter Development Committee and Awards and Honors Working Group; Coordinates the Council of Fellows; Publishes FellowsConnect, the e-newsletter for the Council of Fellows; Publishes ChaptersConnect, the monthly volunteer e-newsletter; Organizes and conducts monthly training calls with chapter volunteers; Operates the NCMA Resources page, the SharePoint site for volunteers and staff; Sets up chapter SharePoint sites hosted by NCMA and trains chapter website users; Manages chapter merchant account processes (enabling chapters to accept credit card payments); Assists chapters in obtaining insurance certificates upon request; Produces and distributes membership reports; Develops program content and provides post-event evaluation and analysis for the Leadership Summit and Mid-Year Leadership conferences; Coordinates requests for chapter chartering; Coordinates efforts for chapter revitalization; Coordinates activities related to the NCMA Virtual Chapter; and Serves as a single point of contact at the national office for chapter leaders. Marketing (Jessica Friedman, Director of Marketing) Develops marketing plans and schedules; Conducts membership surveys; Develops social media plan; Provides loaner booths/displays, marketing materials, and handouts to chapters;

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Issues press releases; Writes copy for promotional materials (print and electronic); Conducts market research; Coordinates university and student outreach; Develops and sets branding guidelines; and Oversees implementation of education partner benefits.

Creative Services (Will Kohudic, Director of Creative Services) Publishes Contract Management Magazine monthly in both print and digital editions; Publishes the Journal of Contract Management annually; Publishes the Resource Guide annually; Publishes CM News, the bimonthly membership e-newsletter; Publishes books, workbooks, and NCMA marketing literature and catalogs; Operates the NCMA website (www.ncmahq.org); Operates ContractManagementJobs.com (the contract management employment website); Creates, disseminates, and analyzes the NCMA Salary Survey; and Along with Network Media Partners, Inc. (Chris Martin), manages advertisement sales for Contract Management Magazine, the website, CM News, the Resource Guide, and conference sponsors and exhibitors. Education (Susan Esprella Colon, Director of Education) Integrates contract management professional knowledge into all NCMA programs, products, services, and publications; Develops and administers the Contract Management Body of Knowledge (CMBOK) along with the chief learning officer and certification team; Develops National Education Seminar program materials and content; Recruits and orients National Education Seminar speakers; Administers the National Education Seminar programs by receiving chapter commitments, co-hosting seminars, supplying and shipping National Education Seminar materials, invoicing, and coordinating with chapters; Maintains the NCMA Speaker Roster (special login required); Speaks at national, chapter, and other events on contract managementrelated topics; Maintains and updates Web pages and NCMA Resources sites related to education products and services; Manages publications for certification study, general knowledge, and National Education Seminar programs; Manages products within the NCMA Online Catalog;

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Develops Webinars and maintains Webinars on Demand catalog; Develops the Virtual Conference program; Manages e-learning programs, including e-courses and online certification preparatory courses; and Manages the Contract Management Leadership Development Program (CMLDP).

Certification (Charles L. Chuck Woodside, CPCM, CFCM, Fellow, Director of Certification) Develops, updates, and administers certification exams; Provides current study materials for all certification programs; Processes and approves certification applications and recertification applications; Provides recertification notices; Schedules and administers chapter-proctored exams; Advises candidates on paths to appropriate certifications; Recommends certification policy changes to the Board of Directors; Interprets continuing professional education standards for certification candidates; and Produces certificates for new Certified Professional Contracts Managers (CPCMs), Certified Federal Contracts Managers (CFCMs), Certified Commercial Contracts Managers (CCCMs), and for those who recertify. Meetings (Jennifer Coy, Director of Meetings) Manages national conferences; Identifies, evaluates, and recommends meeting sites; Develops event plans and budgets; Orchestrates on-site activities and manages on-site registration; Processes conference registrations and issues confirmations; Coordinates volunteer assignments and duties at national conferences; Manages relationship with exhibit hall decorator; Manages relationship with outsourced firm to sell exhibit space and sponsorships; Manages speakers at conferences; Coordinates food and beverage orders, counts, and management at meetings and conferences; Prepares audiovisual requests for proposals, contractor selection, and ordering; Manages hotel accommodations; and Prepares and issues Certificates of Attendance for national conferences.

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Location and Office Hours NCMAs office is located at: 21740 Beaumeade Circle, Suite 125 Ashburn, Virginia 20147 Office hours are 8:30 a.m. through 5 p.m. (Eastern), Monday through Friday. The office is closed during all federal holidays. The office is also closed on the Friday after Thanksgiving as well as the week between Christmas Day and New Years Day.

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ABOUT NCMA CHAPTERS


Purpose Tailored to meet local needs, the chapter is a member benefit that adds value to the association by providing opportunities to members for networking, information on the profession, and educational forums that lead to career enhancement in a local setting. Taken together, chapters provide the distribution capability of the association to accomplish the associations goals. Chapters deliver the associations message to the grass roots members of the profession. Chapter Roles in NCMA Grassroots Connection to Members Chapters provide structure for the connection of members at the grassroots level. Although NCMA provides many programs and customer services nationally (including Contract Management Magazine), to many members, NCMA is their local chapter. Membership Value As previously stated, chapters provide an important value to members through information, networking, and education and training programs. The degree of success the chapter achieves in this role is dependent upon the quality of leadership inspiring and managing the chapter team, as well as the planning, organizing, staffing, directing, and controlling of work. Chapters that do not provide quality services on a regular basis to their members adversely affect the value of NCMA membership. Chapter presidents, in addition to being the chief executives of the chapters, are responsible for communicating grassroots member needs and concerns to national leaders and for communicating NCMA positions, programs, and policies to the members. Election of National Leaders While NCMA members are charged with a very important responsibility (electing members of the national Board of Directors), chapter presidents assume a responsibility for knowing the issues facing NCMA today and tomorrow, and understanding NCMAs governance structures and processes to help members elect the best possible individuals to lead the association. Information Chapters provide members with current, professional information at chapter meetings and in newsletters, e-mail lists (listservs), social media, and websites. Chapters typically invite a professional from the local community (although experts from outside the chapters locale occasionally agree to speak) to present a lecture on a current issue. Presenters may be chapter members or officers, senior managers, executives from the contract management profession, or experts from

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outside the profession. NCMA maintains a volunteer speaker roster for use by chapters. Presentations, which may be accompanied by handouts, are typically between 3060 minutes in length and are followed by a brief Q&A period. Chapters may also decide to meet around the Webinar or teleconference formats. Chapters may also provide professional information through electronic means. Although most chapter newsletters, listservs, social media, and websites provide information about chapter operations and leaders, some chapters use electronic media to disseminate professional information of interest to their members. For example, a chapter may post a guest speakers presentation on its website for viewing or downloading following the meeting. NCMA offers websites through SharePoint to chapters free of charge upon request. Networking Monthly chapter meetings are an excellent opportunity for networking. Where else can you sit next to a vice president of contracts or the senior acquisition executive of a federal agency and have an opportunity to chat over cocktails or dinner? Networking in person, even in the information age, remains an essential member benefit. Members want to connect to other members and professionals. Some chapters publish a directory of chapter members. In past years, this was an important networking tool, providing important contact information. By joining NCMA, members assumed their contact information would be shared within the network. The directory was typically a printed document, distributed annually at a chapter meeting. However, in the digital age, members increasingly do not want their contact information shared, even within the chapter network, so it is becoming less common for chapters to produce directories. Some chapters experimented with online directories, with mixed results. Current software tools make it easy and inexpensive for unscrupulous networking firms to scan website directories for e-mail addresses that they subsequently sell, resulting in unwanted e-mail advertising (spam). Chapters should link directly to the NCMA Member Directory; this directory contains the most up-to-date information and will eliminate the duplication of efforts between the NCMA staff and chapter volunteers to get updated contact information. Members choosing to keep their information private will not appear in this directory. Members can also access this information as a members-only benefit, available only by special login. Some chapters are taking advantage of social networking tools. NCMA has followed suit by creating official NCMA pages on Facebook, LinkedIn, Twitter, and other social media.

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Education and Training Chapters educate and train members through seminars and workshops. These programs may be developed locally by chapter members, nonmember individuals or firms (such as law firms, accounting firms, and consultants), or by NCMA. Chapter programs may range in length from short, one-hour workshops on a very specific topic to half- and full-day seminars of greater depth. National Education Seminars and Webinars are produced nationally and made available for chapters to provide locally. The National Education Seminar Workspace, located under the Education tab of the NCMA Resources page, contains a listing of the available seminars, slides, and handouts, as well as the commitment form to be submitted to the national office. Webinars are a cost-effective way for chapters to bring educational opportunities to their members. The list of past and upcoming seminars is located on the NCMA website under Learn. Two complimentary seminars are available for each event for NCMA chapters on a first-come-first-serve basis. Each chapter is entitled to one live webinar event per program year. For more information about webinars, contact the NCMA Learning Center at learningcenter@ncmahq.org. For help with your complimentary webinar, contact chapterrelations@ncmahq.org. NCMA has also recently added E-Courses to the contract management education suite. These courses are self-paced, relevant, and available 24/7 to busy contract management professionals. These Web-based, topic-specific modules of instruction are designed to develop and improve proficiency in your job. The cost of each course is $50 for members ($65 for nonmembers). Courses will take about one hour to complete and are valued at one continuous professional education (CPE) point. The Contract Management Leadership Development Program (CMLDP) is designed to accelerate the leadership skills of new professionals. This intense one-year program is tuition-free; however, students must pay for travel costs (transportation, lodging, and meals). These costs can be partially or fully funded by the chapter. When a candidate notifies the chapter leadership of his or her desire to submit an application, the chapter shall submit a letter to acknowledge this candidacy and that meaningful chapter duties will be assigned if the candidate is selected for the program. Please note that the chapter does not determine who may or may not submit an application. Certification Some chapters help their members achieve certification by assisting their preparation efforts. Members may now sit for the online exam at any time of the year. Some members take advantage of taking the test at NCMA national

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conferences, and some chapters have started offering the paper-based exams at their local chapter. Chapters still play a very important role in helping their members prepare, albeit with much more flexibility than in the past. Chapters can now conduct study groups continuously throughout the year, or when there is enough interest to warrant the effort. Some chapters are experimenting with online study sessions using their chapter Facebook pages and have started study groups via LinkedIn. A few chapters have purchased teleconference or webinar technology to conduct the study groups in a virtual format. NCMA has also started online study programs for the examinations. NCMA also provides study guides and manuals for exam preparation. Certification applicants may purchase these products directly through NCMA or chapters may acquire them from NCMA with a quantity discount. Developing and maintaining certification exams is the responsibility of the director of certification, following strict psychometric guidelines under professional oversight and review. Online exams are administered under controlled conditions at Kryterion Test Centers located around the world. Members may request to hold an exam at their chapter by contacting the director of certification. Certification policies can be found on the NCMA Resources page. University Relations Chapters are instrumental in helping NCMA connect with universities to establish relationships and encourage students to consider the contract management profession. Chapters should invite students to chapter events at a reduced price or as guests. Mentoring of students is a great way to help increase the number of contracting professionals in the workforce. Chapters should notify the national office of their university relationships and work with the national staff to foster these relationships. Legal Standing A chapter is created (chartered) or eliminated (dechartered) only by decision of the NCMA Board of Directors. Chapters are unincorporated entities that conduct business in NCMAs name in various legal jurisdictions. The legal obligations created by chapters are liabilities of NCMA and the assets maintained by the chapters are assets of NCMA. Therefore, it is important for chapter leaders to understand that their actions have potentially far-reaching effects on the association beyond the local membership. Example 1: A chapter sells advertising on its website. This income is subject to federal income tax. If the chapter fails to report taxable income to NCMA, tax

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liability (and potentially fines and penalties) is created. NCMAs not-for-profit status could then be revoked by the U.S. Internal Revenue Service. Example 2: A chapter officer engages in illegal discriminatory or harassment activities. The complainant could then file legal complaints against the chapter, NCMA, and its officers and directors, leading to potential fines and penalties. Example 3: A chapter signs a contract with a hotel for a large conference. If the conference is cancelled due to poor attendance, the hotel could file large claims (under the terms of the contract) against the chapter in amounts far exceeding the chapter treasury. The hotel could then seek collection against NCMA for payment of the balance. Chapters must comply with the NCMA Articles of Incorporation, bylaws, policies, and procedures. Chapter officers, by virtue of their positions, represent not only the chapter, but also the entire association through their actions or inactions. Insurance and Liability NCMA maintains a series of insurance policies that protect chapters. These include liability insurance to protect the chapter against loss or damage caused by accident, acts of God, and theft. When conducting chapter events, if you are asked to provide proof of liability insurance, please contact chapterrelations@ncmahq.org and provide information on the event, including the purpose, date, and location. Also, provide the name of the insured (e.g., the hotel or restaurant corporate name) and where the insurance certificate should be sent (e.g., mailing address, phone, fax, e-mail, etc.). The insurance certificate will be sent within one week of request. There is no charge to the chapter for this service. If a chapter experiences theft of funds or other assets, NCMAs liability insurance will reimburse for the loss (with certain deductibles and restrictions). In such an event, NCMAs ability to recover the loss fully will be dependent upon compliance with the reporting provisions of the policy. Therefore, it is imperative that in the event the chapter suspects loss or theft, the chapter should immediately notify Sam Smith, NCMAs chief financial officer, at ssmith@ncmahq.org. NCMA does not provide Directors and Officers (D&O) insurance for chapters. Chapter Bylaws According to the NCMA bylaws:
Chapters are expected to operate within a governance system consistent with the NCMA bylaws. Bylaws should be established at the time of chapter chartering and should be reviewed and updated every five years unless other conditions, such as changes to the national bylaws, would require a more immediate change. Any changes or additions to chapter bylaws require the approval

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of the NCMA Governance Committee prior to implementation. A copy of the chapter bylaws should be maintained by the chapter secretary. A copy of the approved chapter bylaws shall be maintained in an electronic file format at NCMA headquarters. A copy of the approved chapter bylaws shall be submitted annually as an attachment with the submission of the Chapter Annual Report. The status of chapter bylaws shall be reported in the Operations Report to the Board of Directors at least once a year.

The Chapter Bylaws Template is located on the NCMA Resources page under Chapter Leader Materials. Absent chapter bylaws, the decisions of the chapter executive committee and its officers govern the chapter (assuming these decisions do not conflict with NCMA bylaws or policies). NCMA Virtual Chapter One of the best benefits of NCMA membership is the ability to network with other contracting professionals in your local area. This is usually done at chapter meetings, workshops, seminars, or even at informal meet-and-greets organized by the local chapter. However, many members are geographically distant from the closest chapter or are in an area where a chapter is struggling for various reasons. In such events, NCMA has chartered the Virtual Chapter as a way to meet these members needs. This chapter without borders provides the benefits of chapter membership to these isolated members. The Virtual Chapter offers unique Web-based experiences that allow chapter members to receive up-to-date information about the profession and upcoming events that are being held on a national and local level. The chapter hosts local social events to provide networking experiences. Special educational programs, as well as monthly e-newsletters, are available to members of this chapter. For additional information about the Virtual Chapter, contact virtualchapter@ncmahq.org. Chartering New Chapters NCMA policy 5-7, Chapter Policies, provides guidance on chartering new NCMA chapters. In addition, NCMA provides a Chapter Chartering Guide containing detailed instructions, forms, and samples. The NCMA bylaws empower the Board of Directors to grant or deny petitions for chartering new chapters. When a group of members get together and decide to establish a new chapter, they must make several basic decisions, including: Who will lead the new chapter through the chartering process? What is the target market and membership? When can the chapter begin operations? What will the chapter be named?

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The founding organizers are termed officers pro tempore, meaning they are officers only for the purpose of forming the chapter. Once the chapter is chartered, the officers pro tempore organize the nomination and election of officers following NCMA policies and chapter bylaws. The organizers are encouraged to conduct planning and orientation meetings with volunteers and potential members. However, chapters should refrain from conducting business (e.g., establishing bank accounts, purchasing equipment, etc.) until the petition is approved by the national Board of Directors. Petitions should be submitted at least 45 days prior to scheduled board meetings to be placed on the board meeting agenda, allowing time to review the submission. Chapter operations may begin immediately following approval. The officers pro tempore will submit a formal charter petition and organizational information to the chapter relations manager. This information includes the proposed new chapter name and the names of charter members to be included on the charter scroll, together with any other appropriate organization information and membership data. This charter petition must include the names of at least 25 current members (or new members who have submitted the initiation fee and dues to the NCMA national office). A suggested format for this report and charter petition is set forth in the Chapter Chartering Guide. Answers to the following questions should be documented and submitted with the charter petition as a part of the business plan you send in: What is the local business base? Is it growing or shrinking? Are there geographical reasons for establishing a new chapter; e.g., would the new chapter be located outside the normal commuting distance of an existing chapter? Who is the sponsoring chapter? Who are your mentor NCMA members? If there is an existing local chapter within a close proximity, what is the potential impact of chartering a new chapter? How would your chapter affect their chapter operations? What are the potential sources of new membership? How does the chapter intend to support itself financially? (Attach a copy of the budget prepared by the pro tempore chapter officers.) Has the petitioning group established a particular education program focus? Is there a group of leaders who are committed to the cause of helping to establish and sustain a new NCMA chapter? Is there a plan to sustain the chapter and chapter leadership in the future? Upon receipt of a charter petition, it is the responsibility of the chapter relations manager to: Verify that all required information has been provided;

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Verify that all charter members are current members of NCMA in good standing or have submitted a membership application with payment; Coordinate with others, as deemed appropriate, to ensure that approval of the petition will promote orderly growth of chapters and membership and enhance the accomplishment of NCMAs mission; Prepare and present a recommendation to the NCMA Board of Directors regarding the approval/denial of the petition; If the NCMA Board of Directors recommends approval, notify the chapter that it is in a provisional status for a one-year period; Upon approval of the petition, provide the provisional chapter with a start-up kit to include $500 in start-up funds and a copy of Quicken software; Establish a SharePoint site for the chapter on the Chapters tab of the NCMA Resources page; Connect the chapter to the chapter relations specialist, who will work with the chapter to discuss and establish other chapter points of contact using social media and networks; and Assign another mentor to the provisional chapter.

Dechartering Chapters NCMA policy 5-7, Chapter Policies, establishes the policy for the revocation of chapter charters. Members invest a significant amount of effort to charter a new chapter, suggesting the chapter was formed for a good reason. On occasion, chapters fail to conduct programs for an extended period of time due to a lack of volunteer leadership or decline in membership. A chapter must maintain a minimum of 15 members to be considered active. Chapters maintaining less than 15 memberships for a period of six months will be placed in inactive status. This is an administrative category to help national leaders track the health of the chapter. Measures to rebuild the chapter are then taken by the remaining chapter officers and members in cooperation with national volunteers and staff. Chapters may be considered active, even with few members, if there are chapter officers, regular ongoing programs, and if required reports are submitted. If all measures to rebuild the chapter fail and the national officers determine that the chapter is no longer viable, a recommendation to revoke the charter of the chapter may be presented to the Board of Directors. Revocation of the existing chapter charter is accomplished by an affirmative vote of three-fourths of the board. The chapter relations manager then administers the dechartering process, which includes presenting a notice to the last known officers of the chapter and the remaining members, transferring remaining members to the chapter of their choice (or the National Chapter), and recovering all residual chapter funds.

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Volunteers Chapters are formed, organized, and operated by volunteers from within the membership. Volunteers are the managers and workers of the chapters. To be successful, a chapter leaders most important responsibilities are to identify, recruit, and train his or her replacements. The three most important tips for volunteerism are: Members respond best to personal, face-to-face appeals for help. E-mails and newsletters let them know about the programs you offer, but are not effective when asking people to commit their time and energy. A telephone call or a chat over a cup of coffee works best. Assign jobs with specific tasks, schedules, and deliverables as opposed to broad, generalized responsibilities. Members want to know explicitly what they have committed to. Reward volunteers. Volunteers respond well to the simplest rewards: sincere pats on the back and a simple thank you. Make your rewards timely, specific, and sincere. NCMA also offers numerous formal awards and recognition programs. Managing volunteers is the single most important factor for chapter success. NCMA provides volunteer management training in its annual Leadership Summit and MidYear Leadership meetings. Elections NCMA bylaws provide for chapter officers to be nominated and elected each year by majority vote of the chapter members voting. Each chapter must have a president, vice president(s), secretary, and treasurer. However, the chapter may establish bylaws that provide other election procedures, officers other than those listed above, or terms of greater than one year. Chapter bylaws may also permit certain offices to be filled by succession rather than by election, provided that such procedures are clearly stated. To hold elected positions, candidates must be current members of NCMA. The Chapter Elections Guide is located on the Chapters tab of the NCMA Resources page. NCMA also offers a suggested Installation Script that can be used for the swearing in of chapter officers. Elections should be completed by April 30 of the current program year to provide adequate time for transition and planning. Leadership Rosters To keep chapters connected to the association, it is essential that chapter secretaries notify the national office of their elected and appointed volunteers as soon as they are identified. Each individuals membership record is updated to reflect his or her volunteer positions and a volunteer certificate is created and mailed to the chapter president. Chapters can submit the information by

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downloading the chapter leader roster and faxing or e-mailing the form (or simply by providing the information by e-mail). Rosters should include all volunteers for the chapter and should be directed to NCMA Chapter Relations at chapterrelations@ncmahq.org or by fax at 703-448-0939. Chapter Grants NCMA instituted a chapter grant program during the 20092010 program year. The purpose of the grant program is to target NCMA funding to those chapters with specific needs and requests where some supplemental funding could make a difference in chapter operation and performance. Grant application information and grant request forms are available on the Chapters tab of the NCMA Resources page. The grant program and requirements are contained in the Association Policy Manual.

Recommended Chapter Organization


Chapters are finding it increasingly difficult to recruit and retain volunteers. Chapters often rely on just a few heroic volunteers who perform all duties for the individual chapters. In such cases, job titles and formal assignments are not necessary, as the small leadership group works closely together and each person wears multiple hats to get the work done. In the event the chapter has enough volunteers, the following structure is typical. Executive Committee This component serves like a board of directors. It is responsible for the executive direction and oversight of the chapters operations. The committee may include the chapters officers, committee chairs, and other senior advisors. The committee typically meets monthly, concurrent with the chapters monthly membership meeting. President This is the chapters chief elected officer and chairman of the board. Chapter presidents often serve multiyear terms, starting as president-elect, and assume the position of president and then past president in succeeding years. Other chapters do not use an automatic succession plan like this, instead electing the president each year. Since this position holds the most responsibility and authority in the chapter, the most qualified and capable individuals should be elected to the position. Chapter president duties include: Identifying, developing, and mentoring new chapter leaders; Developing the chapters annual operating plan, membership recruitment plan, and membership retention plan with other officers and volunteers; Overseeing the performance of chapter officers and other volunteers; Ensuring that resources are in place for the chapter to effectively operate and

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that resources are used for the purpose intended; Ensuring that an annual audit is conducted; Voting in the national elections; and Serving as the chapters voice to the national organization through the elected NCMA board directors, and sharing national information with chapter officers, volunteers, and members. Vice President/President-Elect This is the chapters second-in-command after the president. The chapter vice president is typically an elected position. In some cases, the position may be called president-elect. The vice president leads the chapter in the absence of the president and serves as the senior advisor to the president. Chapters may assign other roles to the vice president, such as newsletter editor, awards chair, or programs chair. Some chapters elect a president-elect in lieu of a vice president. Chapter vice-president/president-elect duties include: Assuming the duties of the president in the event of his or her absence; Advising and assisting the president in the conduct of his or her duties; Serving as a member of the chapters board of directors; Performing functional duties assigned to the position, if any; and As president-elect, assuming the duties of the presidency the following program year. Secretary The chapter secretary is typically an elected position. The chapter secretary is responsible for managing the chapters communications and records, including recording executive committee minutes, providing notice of executive committee meetings, and maintaining chapter records. The secretary is typically third-incommand behind the president and vice president. Other chapter secretary duties typically include: Notifying board members of board meetings; Recording, distributing, and retaining meeting minutes; Maintaining the chapter bylaws; Notifying the national office of the results of chapter elections and appointments of volunteers; and Absent a Webmaster, maintaining the chapters website. Treasurer Responsible for managing the chapters treasury, the chapter treasurer is typically an elected position. The chapter treasurers duties include making deposits, paying bills, and making financial reports. It is important to rotate or change the individual holding the treasurer position each year or two as a measure against complacency or embezzlement. Also, the treasurer should not perform or oversee the annual audit in order to avoid a conflict of interest (e.g., auditing themselves).

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Other chapter treasurer duties typically include: Maintaining the chapter treasury and financial records; Obtaining and maintaining a Federal Tax ID number for the chapter; Receiving funds from activities and depositing these funds into the chapters bank account; Processing credit card payments (a credit card processing account can be set up with assistance from the national office); Producing and providing financial reports to the chapter board of directors each month; Filing the annual financial report with the national office; Absent an audit committee, identifying the individual to conduct the annual audit of the chapters financial records; and Working with the national office to obtain and set up Quicken accounting software. Other Elected Officers The specific number of officers depends on the size of the chapter, the nature of its operations, and the number of available volunteers. Some chapters elect additional vice presidents with functional titles such as VP Membership, VP Programs, or VP Education. The difference between an officer and a committee chair is how they are selectedvice presidents (officers) are elected and chairs are usually appointed. Depending on the geographic location in which the chapter operates, there may also be some differences in legal liability for officers and nonofficer volunteers. Contact the national office for help in understanding legal liabilities, limitations of liability, and protections. Chapter Committees Program Committee This chapter committee is responsible for planning, organizing, and conducting educational and informational events for the chapter. Its duties extend from identifying relevant topics, recruiting speakers, obtaining suitable facilities, and promoting and hosting events. Membership Committee This chapter committee is responsible for the recruitment, retention, and reinstatement of chapter members. This is one of the most important duties of the chapter. The committee will: Organize membership drives; Call, write, and e-mail members; Review membership reports as posted on the NCMA Resources page; and Communicate updates to the national office. The chapter membership committee also produces anniversary certificates available

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on the NCMA Resources page. Nominations and Elections Committee This chapter committee recruits volunteer leaders to assume chapter leadership roles and conducts the actual elections. The committee is usually staffed by senior chapter leaders who are very familiar with the chapters operations and members. Audit Committee This chapter committee either arranges for or conducts an audit of the chapters financial records each year. Given increased attention on corporate governance, and the associations experience with theft of funds, chapter presidents must ensure qualified volunteers are used, that the audit is completed in a timely manner, and that the chapter executive committee is briefed on the results. The audit is due to the national office by August 31 each year as an attachment to the Chapter Annual Report. University Relations Committee This chapter committee establishes relationships with local universities and passes the information along to the national office. This committee also makes suggestions to the chapter board on how to incorporate student members into the chapters programs and volunteer efforts. Ad-Hoc Committees The chapter can appoint other committees to deal with specific problems or opportunities that arise during the program year, such as membership drives or fundraising events. Advisors Chapters typically set up advisory boards to obtain informal suggestions and recommendations from senior members. Advisors may be past chapter leaders, senior contracting executives, or other interested members (such as Fellows). Advisors usually hold no formal authority or decision-making responsibilities, but are there to mentor and provide advice to chapter leaders. Other Appointed Positions Newsletter Editor The chapter newsletter editor coordinates, produces, and distributes the monthly chapter newsletter. This position usually requires some degree of skill in desktop or document publishing. Webmaster The chapter webmaster coordinates and manages the chapters website content.

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The webmaster usually works with a technical expert or uses a content management system that doesnt require technical expertise. Fellows Chair The chapter Fellows chair coordinates Fellow award candidates, assists members in preparing Fellows applications, and coordinates Fellows activities at the chapter. Some chapters have special events at their meetings that recognize and honor their chapter Fellows. Fellows chairs are usually Fellows themselves, but that is not mandatory. Volunteer Recruiter The chapter volunteer recruiter identifies and recruits new volunteers. The volunteer recruiter is usually a current or past chapter leader or a senior advisor. Scholarship Chair The chapter scholarship chair coordinates chapter scholarship programs, including assisting members in submitting applications, coordinating review and selection, and the awarding of funds. Awards Chair The chapter awards chair develops and administers a chapter awards program, including coordinating the nomination, evaluation, and selection processes. The awards chair also coordinates identification and nomination of chapter members for national awards. Planning NCMAs national staff, Board of Directors, Council of Fellows, and Executive Advisory Council are all excellent sources of information and expertise in team building, long-range planning, and annual planning, and are ready and willing to help chapters. The national office maintains samples and templates for chapters use on the Chapters tab of the NCMA Resources page. Chapter leaders should monitor the monthly NCMA ChaptersConnect e-newsletter, the NCMA Resources page, and participate in the Monthly Chapter Leader Webinar seminars to stay abreast of important information and deadlines. Organizational Meeting (Team-Building) Since chapters typically elect new officers and appoint new committee chairs on a yearly basis, the chapters leadership team may change significantly from year to year. Therefore, it is beneficial for the chapter to conduct an organizational, or team-building, meeting for chapter leaders prior to August 15 each year. Many chapters share the ideas they gathered at the Leadership Summit and Mid-Year

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Leadership meetings. Long-Range Plan Simply put, strategic planning determines where an organization is headed over the next two to five years, how its going to get there, and how it will know if it got there or not. Chapters are organizations and businesses (albeit small ones), and therefore benefit from effective strategic planning, business plans, and management processes. Chapters should involve their current and past officers, committee chairs, and advisors in the planning process. The output of this process is the long-range plan. Submission of this plan to the national office is not required. Annual Chapter Operating Plan While the strategic plan articulates the direction in which the chapter is headed, the annual plan details what the chapter will do in the next year to implement these strategies. Most chapters conduct annual planning concurrent with their strategic planning, which is not advised as long-term objectives and big issues (like the chapters brand) are usually skipped in favor of more tangible, easier to solve, short-term tasks and issues (such as where the chapters monthly meetings will be held). Chapters typically conduct an off-site retreat that serves as a strategic planning session. This should be done as soon as possible following elections each year, but no later than July 1 (which is when the team assumes office and begins operations). Some chapters conduct no operations in summer months, but use this time to plan and organize instead. Their off-site retreats are completed as late as August 31 (with operations starting in September). Each chapter should decide on its own planning process and schedule that best serves its local members. The result of the chapters annual planning efforts will be the annual operating plan. Submission of this plan to the national office is not required.

CHAPTER PERFORMANCE
Members expect value for their time and money. Typically, this value is derived from NCMA through: Education, training, and information that builds skills and improves job performance; Networking opportunities to connect with people who matter in order to provide career opportunities; Certification preparation and testing that documents proficiency levels and validates professional credentials within a neutral forum;

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Advocacy of the profession that improves the perceived value of contracting professionals within the business community; Leadership opportunities that build management skills; and Association with others who care about the contract management field to obtain a sense of identity and belonging and to be part of something bigger. Chapters are expected to provide value to members. Traditionally, this has been accomplished through education and training programs, networking opportunities, certification preparation or study groups, and (to a lesser degree) advocacy of the profession. However, each chapter has significant autonomy in deciding how best to deliver value to members based on their specific needs and preferences. Chapters are expected to connect NCMA to its members by representing the NCMA brand, marketing NCMA programs, and communicating issues of importance. Chapters are expected to operate effectively as an organization and be responsible corporate citizens. This includes effectively completing the following: Planning the chapters long-term and short-term goals, objectives, and strategies; Implementing programs; Managing finances; Developing leaders; Measuring performance; and Engaging in two-way open communication with NCMAs national office, NCMA leadership, and other chapters. As responsible corporate citizens, chapters should perform the following functions: Participate in volunteer training programs, Provide transparency in elections and volunteer appointments, Provide constructive feedback on NCMA products and services, Participate in governance activities, Update the membership database by notifying the national office, and Submit timely and complete reports. To make the performance assessment process as easy as possible for chapters, while still ensuring that NCMA obtains the information it needs to understand chapter performance, chapters shall submit the Chapter Annual Report to the national office no later than August 31 each year. This performance assessment creates as flexible a process as possible for chapters to describe how they delivered value to members. This report, submitted along with the chapter bylaws, financial report, financial audit, and chapter volunteer roster as attachments, is the one and only document submission chapters make each year.

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Marketing and E-Mails Chapters are encouraged to market their individual chapters in the surrounding area. Publicity to local news outlets and participation at conferences sponsored by local chambers of commerce or in partnership with other organizations like the U.S. Small Business Administration or professional associations such as the local bar association are excellent ways to spread the good news of NCMA. Chapters often represent NCMA by exhibiting at local conferences. Upon request, NCMA will furnish the chapter with marketing materials and a tabletop display. A listing of current NCMA resources and materials available from marketing is available on the Chapters tab on the NCMA Resources page. Chapters can also help market NCMA by attending local industry networking functions, establishing partnerships/relationships with similar associations in the local area, and, most importantly, by maintaining an up-to-date and informative website (the local chapter website is often the members introduction to NCMA). Chapters can also contact their local chamber of commerce to obtain mail lists for promoting chapter events. Chapter leaders are reminded that NCMA does not authorize the use of the NCMA brand or NCMA member e-mails for private or personal use. For example, a chapter leader cannot send an e-mail to NCMA members to advertise job openings at his or her company. It is permissible, however, to include job announcements within chapter newsletters or to have employment flyers from companies available at a chapter function. One of the most important decisions chapter leaders must make is how to brand their chapters. The technical definition of branding is, the specific identification of an entity by which the entity becomes known, used, trusted, and quoted by the consumer. Simply put, branding is the process through which loyalty is established. Here are several chapter brand examples: The Tysons Corner Chapter has adopted the signature phrase, Where Government and Commercial Contracting Meet; The Bethesda Medical Chapter is composed mostly of National Institutes of Health members; The Picatinny Chapter caters mostly to U.S. Army members in New Jersey; and The Norfolk Area Chapter caters mostly to U.S. Navy members and contractors in the Chesapeake area in Virginia. Due to NCMAs practice of chartering its chapters based on local groups of members, most chapter brands are geographically based. However, chapters may unintentionally create a brand impression that unduly restricts their growth

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opportunities. For example, the Dayton Chapter of NCMA primarily serves the Wright Patterson Air Force Base community (both on and off base). If the chapter was named the Wright Patterson Air Force Base Chapter, potential members in the Dayton, Ohio, area might feel excluded and would not inquire about the chapter or membership if they were not working in a contracting position associated with the base or the U.S. Air Force in general. Chapter leaders need to pay special attention to the brand they have created, and whether it continues to serve the local members (current and potential) effectively. NCMAs director of marketing is an excellent source of information and expertise in marketing and branding, and is ready and willing to help chapters develop their brand and marketing strategies. Use of the NCMA Name and Logo The name National Contract Management Association and the official NCMA logo are registered trademarks of the association. It is important for chapters to use the name and logo in accordance with association policies in order to protect and preserve the image, reputation, and value of the name and logo. For more information, refer to association policy 5-6, Intellectual Property, available on the NCMA Resources page under Association Policy Manual. You may also wish to look at the NCMA Brand Style Guide for additional guidance. Chapter leaders and members may use the NCMA name and logo only when conducting official chapter business. In addition, the trademarks must be preceded or followed by the chapters name. Individual members may not use the NCMA name and logo for personal business. However, individual members may use the NCMA name and logo on personal business cards, and may also include their company name on the card (if the purpose of the card is to identify the member as an individual acting in an official capacity on behalf of the association or chapter and in the best interest of NCMA). The acronym NCMA is not presently trademarked. (As a search of the Internet will make evident, there are several dozen organizations using that acronym, many of them since long before NCMA was founded.) Other NCMA trademarks (obtained or in application) include the certification program names and logos (but not initials) and the Contract Management Institute name and logo. Chapters and members may not alter any of these marks. Chapter Logo Chapters may develop distinct logos for their chapter. This logo must be consistent with the NCMA Brand Style Guide. NCMA will prepare a logo for your chapter upon receipt of a request to chapterrelations@ncmahq.org. Chapter stationary is

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availa able on the NCMA Resources pag or NCMA will assist in developing a e ge letter rhead temp plate for yo chapter For exam our r. mple:

rds Awar Chapt ters are encouraged to develop local award program to recogn t ds ms nize chapte er memb achieve ber ements in th contract management profess he t sion, as wel as in ll volunteer roles for the chapter. Awar titles, se f rd election crit teria, and r review and award processes are within the purvie of the c d s n ew chapter. ters are als encourag to nom so ged minate their members for any of the many r Chapt national awards programs. Nominatio procedur and dea on res adlines are specified i in the A Awards and Recognitio Policies, which ar available to chapter leaders on the d on , re e r n NCMA Resources page. A s

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Contract Management Leadership Development Program (CMLDP) The CMLDP is designed to help develop the next generation of contract management and NCMA leaders through an intensive year-long educational experience. Program participants will receive 180 hours of top-quality training in fundamental leadership, association volunteerism, NCMA governance, and contract management. The program is quite relevant to contract management professionals regardless of their employer, location, or industry. The Problem The contract management workforce is facing one of its greatest challenges ever the workforce is aging and retiring at a pace faster than the next generation can replace them. This has created a gap of sorts in supervisory, middle management, and executive level positions across the profession. There are simply not enough high-quality contract management professionals to meet todays needs, and the outlook for the future remains challenging. The Opportunity The CMLDP is designed to quickly close the gap in leadership progression by accelerating the preparation of a select group of contract management professionals. Candidates will have demonstrated a level of commitment to their professional development unmatched in the field and, as a result, will carry with them unique, meaningful credentials that will open doors to new challenges and professional opportunities. The Candidate The ideal candidate should have at least two years (by August 31) but not more than eight years of experience, and have not yet achieved supervisory level in the contract management profession. He or she must hold an undergraduate degree or higher from an accredited institution. The candidate should have a strong desire to become an inspirational leader, be considered a top performer by his or her employers, and have a high degree of potential for advancement. This program is for the best of the best. Other than those mentioned, there are no specific qualifications required, but as you will see from the application form there are certain criteria that will determine who may be chosen for this select program. The Experience In addition to the extensive classroom and online coursework contained in the program, your leadership growth will include a series of assignments designed to round out your development. These experiences include serving as a volunteer NCMA leader at a local chapter and possibly for the national organization. Volunteering for NCMA is like immersing yourself in a leadership incubator where you may eventually become the president of a functioning, vibrant chapter. In addition, you will write a research paper on a topic of interest to you, which will

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be based on the contract management career field. It is possible your research paper may be published in Contract Management Magazine or the Journal of Contract Management. Also, for the duration of the program, you will work with two mentors who will assist you in achieving your professional development goals and to offer their input on your assignments. You will be given the opportunity to select your own mentors, but NCMA has a pool of professionals standing by to assist. These mentors come from the most experienced and accomplished people within our professionour NCMA Fellows. The Commitment NCMA, your employer, your mentors, and your local NCMA chapter, are ready to invest a significant amount of time and money to prepare you to assume a leadership position. In return, NCMA requires that you be a member for the duration of the program and for two years thereafter, that you actively serve as a volunteer with your local chapter during the program and for two years thereafter, and that you honor and uphold the Contract Management Code of Ethics throughout your professional career. There is an expectation that a successful graduate of the program will assume a leadership position at the chapter level and may contribute to national leadership as well. Admission to the program requires a commitment of your time to attend the four in-residence events. The remainder of the program is conducted through webinars and group and self-paced activities that do not require time away from the office. Candidates should consider their ability to manage time to complete required coursework, mandatory in-residence events, maintaining NCMA membership, and commitment to their NCMA chapters prior to applying for the program. The Cost You must be an NCMA member to apply, but there is no application fee. NCMA is investing in future leaders, so the cost of materials, instruction, seminars, conferences, and mentoring is provided at no cost to participants. (The market value of the training you receive would exceed $15,000.) The only expenses participants experience is travel-related costs to attend the four in-residence events. Applicants may seek support for these expenses in full or in part from their employers or their chapters. Your total travel expense for the program will vary depending upon where you live, but we estimate your travel expenses will be from $4,000 to $8,000 for the year. The Application Applications are typically accepted from May 1June 30 each year, but please visit the NCMA website to verify the dates. Under no circumstance will late applications be accepted.

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The Chapter Role Chapter leaders should actively encourage qualified members to submit applications. The chapter leaders should determine: How the candidate(s) will fit into the chapter succession plan, How the candidate(s) will be involved in chapter activities for at least two years, and If any funds are available to support the candidate(s) while they are in the program. Though a chapter may develop a means of identifying members who may benefit more from the CMLDP than others, chapters must provide a letter of support for all candidates who express interest in the CMLDP. It is not the chapters role to eliminate candidates. This task is reserved for the CMLDP Oversight Committee. Also, chapters should not submit applications on behalf of candidates. It is the responsibility of the candidates to ensure their applications are complete and submitted on time. To see a sample chapter support letter, please go to the chapter leader materials section on the Chapters tab of the NCMA Resources page.

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