CONSTRUCTION FINANCIAL MANAGEMENT ASSOCIATION
CONSTRUCTION FINANCIAL MANAGEMENT ASSOCIATION
CHAPTER OPERATIONS HANDBOOK
The Guide for Chapter Success
TABLE OF CONTENTS
Page
Preface iii
INTRODUCTION CFMA
Mission, Core Purpose, Core Values, & WIIFY 1
Overview 2
CFMA Headquarters Staff Directory 4
2004/2005 CFMA National Officers 5
2004/2005 CFMA At-Large Directors 6
SECTION 1 MEMBERSHIP DEVELOPMENT
What You Can’t Find Here 7
Recruit Members 7
SECTION 2 CHAPTER ADMINISTRATION
Chapter Formation Criteria 9
Chapter Guidelines 10
How to Develop and Maintain Your Chapter’s Board of Directors 11
Life Cycle Chart 14
Chapter Leader Training 15
SECTION 3 CHAPTER FINANCES
Chapter Finances 16
Determining Chapter Dues 17
SECTION 4 NEW CHAPTER INFORMATION
Basic Preparation for a General Meeting 18
Successful Meeting Topics 19
SECTION 5 MOTIVATE AND MAINTAIN YOUR CHAPTER
Schedule Regular Meetings 21
Retain Members 22
Special Meetings 22
SECTION 6 CHAPTER RESOURCES
CFMA Exhibition Display Unit 23
Chapter Recognition Program 23
Chapter Ambassador Program 23
Chapter Web Site Templates 23
Director & Officers Liability Coverage 23
General Liability Insurance Coverage 24
Logo Implementation Manual 24
Name Badges for Members 24
CFMA Store 24
Stationery and Supplies 24
CFMA Headquarters Web site 24
SECTION 7 CHAPTER COMMUNICATIONS
Chapter Newsletter and/or Web Site 25
“Chap Chats” E-Newsletter 25
Chapter-by-Size Teleconferences 25
Publicity/Press Releases for Your Local Press 26
Sample Press Releases 27
SECTION 8 MEMBER PRODUCTS AND SERVICES
Affinity Programs 28
CD-ROM Products 28
Certificates 28
Computer Software Usage Forum 28
Continuing Education 28
Education Modules 28
Career Center 29
Offline Web site Demonstration 29
Web Site 29
SECTION 9 CFMA NATIONAL BOARD OF DIRECTORS AND BYLAWS
CFMA Board of Directors and Committees 30
CFMA Bylaws 33
PREFACE
This Handbook has been written to provide chapters with a central source of information about the organization of CFMA Headquarters and its resources, along with the vital components of the chapters of CFMA.
It is designed to be particularly helpful to chapter leaders as they plan and implement programs for their members. The Handbook identifies the assistance available to chapters from Headquarters, and indicates the types of input that Headquarters periodically requests from the chapters.
If you are a Chapter Board Member and have not requested the Chapter Formation Kit or viewed *The Guide for Membership Committee Chairs you may want to review them prior to reading the following information, as the information included in this Handbook pertains to the operations of formed and ongoing chapters. Please click on the above links to be directed to the on line downloadable version of each of the materials mentioned above or contact Director, Membership Services Susan Dunham (sdunham@).
Updates are provided annually and are available via the Web site. Comments or suggestions for future editions are also welcome.
Please note that all links are identified with an asterisk (*) and are always underlined.
CFMA
July 2004
CONSTRUCTION FINANCIAL MANAGEMENT ASSOCIATION
CFMA – “The Source and Resource for Construction Financial Professionals”
Mission
• To unite individuals having financial responsibilities in the construction industry
• To provide a forum through which the Association's members can meet to
exchange ideas;
• To develop and coordinate education programs dedicated to the purpose of improving the professional standards of construction financial managers;
• To enhance the role and promote the image of the construction financial manager;
• To be a recognized authority on construction financial management.
CFMA's Core Purpose
To provide resources to meet the challenges of construction financial professionals.
CFMA's Core Values
Integrity, Professionalism, Competency, Community & Professional Service,
Innovation, and Leadership.
What’s In It For You?
(WIIFY)
Pursue Personal and Professional Development
Annual Conference & Exhibition
Training Workshops and Educational Offerings
Association Publications: Magazine, E-Newsletters, Surveys, Reference Manual
Chapter Programs
CPE Credits
Develop and Practice Leadership Skills
CFMA Chapter or National Officer Positions
Leadership Training: CFMA at Spring Creek, Great Chapter! Workshops, CFMA’s Advanced Leadership Program
Develop and Practice Management Skills
CFMA Committee Participation
Make Industry Contacts and Friends
CFMA Chapter Activities
Membership Directory
Online Networking
Software Usage Forum
Explore Employment Options
CFMA’s Career Center
To really feel connected, get involved in your local chapter. After all, CFMA’s chapters are the lifeblood of the Organization. CFMA is the true source and resource of knowledge for the construction financial professional.
CFMA Headquarters Overview
History of Headquarters
The Construction Financial Management Association (CFMA) is “The Source and Resource for Construction Financial Professionals” and the only non-profit organization dedicated to serving the construction financial professional. Established in 1981, CFMA’s General Members represent all types of contractors – including general and subcontractors – as well as developers, construction managers, architects, engineers, principals, and material and equipment suppliers. CFMA began as an informal gathering of construction financial executives and has since grown into a vital industry participant, currently having more than 7,000 members and 88 chapters throughout the U.S.
The business of the Association is conducted through a Board of Directors and officers including a Chairman, Vice Chairman, Secretary, and Treasurer. The respective duties and responsibilities of these individuals are outlined in the Association Bylaws, located in Section 9 of this Handbook.
Dues
New Members - A member joins the National Association and is then affiliated with a local chapter. Annual membership in CFMA is $270. Effective April 1, 2004, dues for Associate members are $370. Some chapters also have local dues that are collected through CFMA Headquarters. A check is then disbursed to the Chapter Treasurer or other identified person at the end of each month.
Renewals - Annual renewal notices are sent from CFMA Headquarters to all members in early January with monthly reminders through March. Correspondence and follow-up calls by chapter presidents are conducted in April, as necessary. Members that have not paid dues are notified and sent a letter from the current CFMA Chairman explaining that their membership has expired and they will not be renewed if payment is not sent. A listing of specific chapter non-renewals will be sent to each chapter president, who should contact each non-renewing member to make sure they are aware their membership is terminating and, hopefully, determine why they aren’t renewing.
Education
CFMA’s educational offerings include The Basics of Construction Accounting and Beyond the Basics workshops, and its *Annual Conference and Exhibition, in addition to regional and chapter-sponsored seminars, professional development programs, and Great Chapter! Workshops. With a focus on education, CFMA's conferences and seminars provide opportunities for the exchange of information and technical support, networking referrals, and employment opportunities.
Additional nationwide programs and seminars are co-sponsored by CFMA with the assistance of and in cooperation with the Associated General Contractors (AGC), American Institute of CPAs (AICPA), and International Risk Management Institute (IRMI).
CFMA Local Chapters
CFMA Chapters from Maine to Hawaii also present workshops, programs, and seminars in conjunction with other professional organizations that complement the extensive member services provided by Headquarters. The purposes of local CFMA chapters are:
1) To provide a forum through which individuals having financial responsibilities in the construction industry can conveniently meet and exchange ideas on a regular basis.
2) To enhance the professional standards of financial management in the construction industry through educational programs, seminars, conferences, conventions, publications, and other member services.
3) To support and cooperate with organizations and professional groups that
are committed to objectives similar to those of CFMA.
The organization of local CFMA chapters is outlined in Article XII, Section 2(A-D), of the CFMA Bylaws, located in Section 9 of this Handbook.
Headquarters Communications
As the primary forum for education and networking among today's Construction Financial Professionals, CFMA Headquarters’ specialized communications include:
*CFMA Building Profits - Members receive this award-winning, bi-monthly magazine. Targeted specifically to financial professionals in the construction industry, this publication contains an outstanding selection of feature articles, technical updates, and industry news. Ordering information and an editorial index is available via the CFMA Web site (*) by clicking on the magazine title above.
*Financial Management and Accounting for the Construction Industry - The definitive reference book that contains detailed coverage of accounting and reporting, legal matters, and computerized information systems; expert analysis of tax rules and regulations; and over 200 pages of examples, exhibits, illustrations, and tables.
*CFMA’s Construction Industry Annual Financial Survey - CFMA's one-of-a kind, in-depth, comprehensive report that contains valuable information relative to current financial trends in the construction industry. Includes insightful industry data on a national and regional basis, also by industry segment. Now available on CD-ROM!
*THE SOURCE online – Updated monthly, the electronic version of your membership directory, with a search function to find who or what you need – FAST! And the ability to e-mail them directly! Now available on our Web site!
*rEsource – Subscribe to CFMA’s electronic newsletter, an invaluable source and resource of information that includes News You Can Use, Making Your Job Easier, Hot Tech Tips, CFMA News, and Links. Click below and scroll to the bottom of the newsletter to beginning receiving the rEsource: *
*CFMA’s Technology Survey for the Construction Industry – This comprehensive survey is designed as a tool for members to compare their company’s use of technology and software programs with those of their peers.
*Chap Chats - CFMA chapter leaders receive this bi-monthly newsletter electronically as a chapter support and networking tool. The newsletter contains news and information on CFMA Headquarters’ activities, chapter activities and programs, conferences, leadership tips, and other issues of interest to chapters. Click on the link above to view the current edition
CFMA Headquarters Staff Directory
29 Emmons Drive, Suite F-50, Princeton, NJ 08540
Phone 609-452-8000, Fax 609-452-0474, E-mail info@
EXECUTIVE William M. Schwab
President & CEO x223 ( E-mail wschwab@
Brian K. Summers
Chief Operations Officer x227 ( E-mail bsummers@
Ebony House
Executive Assistant x245 ( E-mail ehouse@
ACCOUNTING Samantha Eng
Director, Accounting Services x226 ( E-mail seng@
CHAPTER SERVICES Michael P. Molaro
Director, Chapter Services x232 ( E-mail mmolaro@
Jennifer Gillman
Chapter Services Coordinator x222 ( E-mail jgillman@
EDUCATION Nancy E. Lambertson Director, Education Services x224 ( E-mail nlambertson@
Kimberly I. Crowell
Administrative Assistant x252 ( E-mail kcrowell@
MARKETING Jim Bartsch
Director, Marketing Services x246 ( E-mail jbartsch@
MEETING SERVICES Dina O’Rourke
Director, Meeting Services x241 ( E-mail dorourke@
MEMBERSHIP Susan Dunham
Director, Member Services x230 ( E-mail sdunham@
Heather Goldey
Membership Assistant x239 ( E-mail hgoldey@
ONLINE SERVICES Erica L. O’Grady
Director, Online Services x231 ( E-mail eogrady@
ORDER PROCESSING/ Marc Durling
CONFERENCE REGISTRATIONS PC Systems Administrator/ x248 ( E-mail mdurling@
Meeting Services Assistant
PUBLICATIONS Paula A. Wristen
Director, Editorial Services x228 ( E-mail pwristen@
Joseph J. Grosso
Director, Graphic Design Services x225 ( E-mail jgrosso@
Susan Flood
Graphic Designer/Production Artist x250 ( E-mail sflood@
G. Lynn Mitchell
Managing Editor x240 ( E-mail lmitchell@
Kristy Kaminsky
Editorial Assistant x236 ( E-mail kkaminsky@
SALES & ADVERTISING Ronald C. Kress
Director, Sales & Advertising x229 ( E-mail rkress@
2004/2005 CFMA National Officers
Chairman
Jackie L. Buck
R.D. Olson Construction
2955 Main Street, 3rd Floor
Irvine, CA 92614
Phone: 949-222-3702
Fax: 949-222-3773
E-mail: jbuck@
Vice Chairman
Dennis M. Joyce
Snodgrass Sheetmetal
PO Box 33048
Indianapolis, IN 46203
Phone: (317) 783-3181
Fax: (317) 783-6022
E-mail: dennis@
Treasurer
Kevin C. Schlueter
Taylor Construction Group. Inc.
6100 Thornton Ave., Ste.200
Des Moines, IA 50321
Phone: (515) 471-4757
Fax: (515) 471-4769
E-mail: kevins@
Secretary
Dan W. Ober
Graydon Head & Ritchey
511 Walnut Street, Ste 2100
Cincinnati, OH 45202
Phone: (513) 629-2826
Fax: (513) 651-3836
E-mail: dober@
2004/2005 CFMA National At-Large Directors
At-Large General Member Directors
|Donald H. Broussard, Jr. |David P. Carney |David E. Chase |
|The Lemoine Co., LLC |The Weitz Company |Westwood Contractors |
|Lafayette, LA |Omaha, NE | Fort Worth, TX |
| | | |
|Douglas B. Hutchison |Burt C. Peterson |Joe A. Schroeder |
|Meisner Electric |Viking Construction Co., Inc. |Robert B. Goebel, GC, Inc. |
|Delray Beach, FL |Rancho Cordova, CA |Spokane, WA |
| | | |
|Mary Anne Simone | | |
|Loftus Construction, Inc. | | |
|Cinnaminson, NJ | | |
| | | |
| | | |
| | | |
| | | |
| | | |
| | | |
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| | | |
| | | |
At-Large Associate Member Directors
|Richard A. Hartman |Roger D. Kirk |Kurt M. Koenig |
|Shaker Computer & Mgmt. Svs. |Computer Guidance Corp. |Penta Technologies, Inc. |
|Philadelphia, PA |Scottsdale, AZ |Brookfield, WI |
| | | |
|Tanya L. LaCosse |Larry W. McAdams |Bruce B. Moorman |
|McGladrey & Pullen LLP |Construction Imaging Systems |Grant Thornton LLP |
|Las Vegas, NV |Rocky Mount, NC |Kansas City, MO |
| | | |
|Jack Powell |David R. Reid |G. Christopher Turner |
|St. Paul Travelers |Marsh USA, Inc. |KPMG LLP |
|St. Paul, MN |Phoenix, AZ |Greenville, SC |
| | | |
| | | |
| | | |
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| | | |
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MEMBERSHIP DEVELOPMENT
What You Can’t Find Here…
Following is the Table of Contents from CFMA’s Guide for Membership Committee Chairs:
A. Membership Recruiting Packets
B. Recruiting Tools
C. Membership Retention Program
D. Prospective Members – Mailing Campaign
E. CFMA Web site/Downloads
F. Prospective Member Inquire – The Process
G. CFMA Awareness Month
H. Membership Campaign Ideas
To get detailed information please contact your chapters Membership Chairperson or Susan Dunham (609.452.8000 or via e-mail sdunham@).
*At all times, new members, renewals, and terminations should be tracked and contacted*
Recruit Members
Ideas for recruiting members:
( Keep a “prospective member” list at all times and make contact with the individuals on a regular basis. Requests received by Headquarters for membership information are
forwarded to respective chapters on a weekly basis.
( Sources of prospective members’ names are: city and industry directories, telephone books, trade and technical publications, university lists (majors, graduates), commercial lists, rosters of industry counterparts to related organizations, business journals, other construction industry associations, and most certainly, existing members. ( Keep meeting attendance records, including members and guests. Contact members who do not attend meetings and follow-up with guests to encourage joining.
( Acknowledge new members and guests at every meeting.
• Personally address mailings to prospective members, as it is superior to a blind notice to a company, if not available use a title like “Chief Financial Officer” or “Controller.”
( Make “Membership” your #1 priority in recruiting and retention.
( Develop a simple guest packet that includes information about CFMA, your chapter, and chapter key members they may wish to talk to for information. Order Membership Recruiting Packets by contacting Susan Dunham (sdunham@).
( Communicate exactly what you expect from volunteers and what they can expect in
return--assign one task to spark interest then as their interest grows they can move up
in roles possibly into leadership (i.e. hand out flyers at meetings, take roll, obtain speaker, find meeting place, update Web site, etc.).
( Participate in CFMA Awareness Month.
( Encourage your Membership Committee and/or Board of Directors to call members for meetings and special events to encourage inactive or lapsed members to activate.
( Have Board or Membership Committee members follow-up with calls after meetings to all guests and possible all attending. Have Board or Membership Committee members
be responsible for a small group of members, such as 8-10.
( Encourage members to bring a guest to meetings and introduce guests at meeting. Have “Guest Registration Forms” at all regular chapter meetings to facilitate introductions and, better yet, “a ready made prospect target list”
( Have CFMA Application Forms (with How to Join and self-addressed return envelope attached) at ALL Chapter functions.
( Sponsor local “Basics of Construction Accounting” or “Beyond the Basics” to attract new
members.
( Consider joint seminars with other professional associations
CD-ROM Products – “CFMA and You” information CD is sent to every new member, and a member recruitment CD is coming soon!
Sample Cover Letter to Recruit Members for CFMA:
Dear (First Name):
There is some great news I’d like to share with you about a professional organization which should prove extremely useful in your work and which receives my full endorsement and support.
The Construction Financial Management Association (CFMA) is the only professional association dedicated to serving today’s financial professional in the construction industry. Founded in 1981, CFMA now has 88 chapters across the country and a membership of approximately 7,000.
When you join CFMA, you will have access to your local, regional, and national professional community to exchange ideas, solves problems, and network, network, network! When you join CFMA you access its information network and gain opportunities for an educational experience not available elsewhere.
The enclosed membership information and brochure/application highlight the outstanding benefits of membership in CFMA – everything from receiving the latest tax and accounting information via CFMA’s outstanding publications to the opportunity to exchange ideas and know-how with like- minded colleagues in our highly specialized field.
The construction business is tough and extremely competitive. We need all the help we can get as its financial managers. The information and experience you will gain through membership in CFMA should provide both you and your company with a significant competitive edge. I strongly encourage you to join this excellent professional organization. I’ll be calling to follow-up and answer any of your questions.
Sincerely,
(Your Name)
CHAPTER ADMINISTRATION
Chapter Formation Criteria
1) Written commitment for 1-year term from President, Vice President, Treasurer, and
Secretary.
1) Written commitment for 1-year term from Membership and Program Chairpersons.
2) Written commitment for 1-year term from Board of Directors.
3) Membership and Program Chairpersons, if possible, should be officers other than the president. (ie. vice president, etc.)
4) Board of Directors in place. Minimum of 6 Board Members; minimum of 4 General Members and 2 Associate Members.
5) Chapter must have 15 members, 60-40% General to Associate ratio. A ladder of growth will be implemented. The chapter must grow by 10 members in the next year, ratio remaining 60-40%. If, after a year, the chapter has not grown by 10 members, the chapter status will be reviewed by the Chapter Formation Committee and chapter status may be revoked.
If a chapter request comes in with 15 members, the Chapter Formation Committee will review the request, then pass recommendation for chapter status to the Executive Committee. If a chapter request comes in with 20 members and all requirements met, Headquarters will forward request for approval directly to the Executive Committee.
6) If, after the first year, membership falls below 20, Chapter Formation will review and forward recommendations and follow up to the Chapter Resource Committee.
7) One-year plan for programs and operations with a minimum of four meetings.
8) A brief marketing plan that indicates the potential members in the area and explains their plans to contact them.
9) Strongly encourage the Chapter President to attend CFMA at Spring Creek. It is suggested that the Chapter pay the entire cost of Spring Creek, including airfare, If this is not feasible, a chapter is encouraged to pay for half the cost of Spring Creek (not including air fare.)
10) Each Chapter must have a Federal Tax ID number, Bylaws, Articles of Incorporation, and be incorporated.
Chapter Guidelines
The Chapter Guidelines are currently undergoing major revisions and will be included in this handbook at a later date.
If you have any questions please feel free to contact Mike Molaro (mmolaro@).
How to Develop and Maintain Your Chapter’s Board of Directors
To create a healthy and dynamic CFMA chapter, the Chapter Board of Directors sets specific chapter goals and objectives, prioritizes them, and then organizes committees to study, develop, and implement the established goals and objectives. Working agendas and an environment for accomplishment are very important to making membership on the Chapter Board a rewarding and fulfilling experience.
Objectives:
1) Develop policy
2) Establish goals and objectives – short- and long-range
3) Advise and give consent
4) Communicate a compelling and inspired vision or sense of core purpose
5) Have a positive outlook and be a good leader
6) Inspire and motivate
7) Be proactive – Plan for the future
8) Look at the “big picture” – Don’t micromanage
9) Think STRATEGICALLY!
A Successful Board:
1) Recognizes the need for energetic and devoted leadership, then provides it.
2) Utilizes the resources and guidance of other chapters and CFMA Headquarters.
3) Encourages new ideas to find better methods to achieve its goals.
4) Faces fears of thinking strategically; focuses less on detail, more on the future;
MAKES CHANGE HAPPEN!
5) Establishes an orderly procedure (Succession Plan) for the selection of new Board members, their orientation, and training. Automatic rotation systems ensure infusion of "new blood" and the dropping of inactive members.
6) Organizes for optimum production. To cite a few methods:
a) Selects officers with key leadership characteristics;
i.e. emotional intelligence – the ability to sense, understand, and effectively apply the power and the acumen of emotions as a source of human energy, information, trust, creativity, and influence.
b) Holds Board Meetings regularly;
c) Prepares and follows meeting agendas;
d) Establishes an annual budget to translate program plans into financial
terms;
e) Appoints Committees with appropriate assignments and DELEGATES the “small stuff.”
Recruiting Board Members
Objective: To assemble a team with a variety of skills, talents, and abilities, having the common interest of the chapter at its core, while maintaining a fresh, lively, and productive
group.
Qualifications for Board Membership:
1) Experience and/or knowledge in at least one of the following: technical knowledge and expertise, problem-solving and decision-making abilities, “people” and interpersonal skills, program and membership development, finance.
2) Available time and willingness to participate in chapter operations.
Orientation of New Board Members
Objective: Make them aware, informed, and comfortable with your chapter’s activities.
How to: Provide them with a copy of the Chapter Operations Handbook and specific information about the chapter essential to the individual's performance as a Board member. Include the following:
1) A description of Board member responsibilities, along with a schedule of Board meeting dates for the coming year
2) The chapter budget
3) A description of the chapter's goals and objectives
4) A list of Board members, including addresses and telephone numbers, etc
5) A set of minutes from the previous year
6) Special reports or studies completed in the previous year
7) A list of committees and their objectives
8) A list of established chapter meeting dates
Planning for Board Meetings
Board meetings are an important part of the total operation of the chapter. To obtain maximum productivity, plan each meeting in advance with the following objectives in mind:
1) Separate the administrative matters that can and should be handled at the officer level from those issues that involve organization policy, for which the Board is responsible.
2) Develop an agenda that clearly distinguishes between information items and those that require Board action by vote.
3) Assemble and circulate clear and concise material in advance of the Board meeting so that:
a) Board members have an opportunity to be informed and to study action items prior to their attendance at the meeting;
b) Board meetings can be conducted in an efficient manner (within a time frame that does not exceed two hours).
Planning Agendas
Objective: Focus on Strategic Planning, a process of collective and informed decision- making that a) helps management/leadership teams position their enterprise for lasting competitive success and b) helps these teams intelligently implement changes to their processes, systems, and structure. (Thomas W. Emison, “The Art & Science of Strategic Planning,” CFMA Building Profits, Jan/Feb 1999, p. 8)
Factors that influence agenda planning include: items covered at previous Board meeting(s) that must be continued at the next Board meeting; the number of action items requiring Board consideration; and the minimum number of information items which might be presented to the Board.
As participants usually have more energy at the start of a meeting, priority in selecting agenda items must be given to the larger tasks that involve strategic thinking, as opposed to the smaller details of chapter operations. In general, the agenda for a Board meeting can be divided into two major categories: action items (which culminate in a vote by the Board) and information items (not requiring specific action by the Board).
Maximizing Board Participation
A major objective at Board meetings is to maximize member participation. To achieve this, wherever and whenever possible, agenda items should be presented by a Board member. This will usually involve the chairs of standing committees, or if a special subject is being presented, the Board member most knowledgeable in that particular area (as opposed to an officer).
Board Resources
*Chap Chats – CFMA members receive this bi-monthly newsletter electronically as a chapter support and networking tool. The newsletter contains news and information on CFMA Headquarters’ activities, chapter activities and programs, conferences, leadership tips, and other issues of interest to chapters. Click on the link above to view the current issue.
*Chapter-by-Size Teleconferences - Participate in these teleconferences arranged by Headquarters to keep the lines of communication open between chapter leaders and Headquarters. The purpose is to allow similar-sized chapters to communicate and provide them with useful information from other chapters who have experienced similar situations. Notifications are sent to Chapter Officers via e-mail prior to the teleconferences and minutes are posted on CFMA’s Bulletin Board.
*Leader Resource Page – (Please click on the link to preview)
*Life Cycle Chart – This chart is used to analyze the current stage of your chapter for Headquarters to reference. (Please see following page or click on the link provided to download it from the CFMA Web site.)
Directors' and Officers' Liability Coverage
(Please refer to Chapter Resources Section 5, page 27 of this Handbook)
CFMA hopes to provide all necessary tools and answer all questions based on the needs and wants of our chapter leaders.
For more information please contact Chapter Services Coordinator Jennifer Gillman via e-mail jgillman@ or phone at 609.452.8000.
| |Chapter Mtg. |Membership | | |Chapter |Types of |
|STAGES |Attendance |Growth |Retention |Leadership |Structure |Support |
|1. Birth – Core group organizes; meeting| | | |(Seek out and elect officers |(Small Steering Committee |(Great Chapter! Day |
|topics set; enthusiasm is high; actively |>40% |>20% |>90% |to serve and create the new |(President |(Spring Creek |
|seeking members. | | | |chapter. |(Program Chair |(Life Cycle |
| | | | | |(Membership Chair |Subcommittee |
|2. Growth –Membership & Program | | | |(Succession plan is |(All officers | (Chapter Operations |
|Committees in place; succession plan |>40% |>20% |>85% |created and in place, |(Membership Chair/Committee |Handbook |
|established; officer & Board of Director | | | |enabling chapter to |(Program Chair/Committee |(Chapter Recognition |
|slots filled. | | | |target, groom, and have |(Terms established for Board of |Program |
| | | | |a consistent pool of new |Directors |-Achievement Category |
| | | | |potential leaders. | |-Showcase Category |
|3. Maturity – Meetings held regularly; | | | |(Succession plan is in |(All officers |- Outline as strategic |
|attendance is still good; meeting topics |30% - 40% |-10% - +10% |70% - 85% |place and functioning |(Past Presidents |planning tool |
|are beginning to be recycled; false sense| | | |within reasonable |(Membership Chair/Committee |(National Participation |
|of security may come over chapter; | | | |expectations. |(Program Chair/Committee |(Chapter Formation Kit |
|committee chairs/ chapter leaders not | | | |(Much enthusiasm and |(Standing committees such as: |(Educational Seminars |
|needing to put in as much effort. | | | |support from chapter |-Publicity, Service, Social, |(Basics/Beyond) |
| | | | |leaders both past & |Nomination, and CRP. |(CFMA Store to recognize |
| | | | |present. | |Volunteers |
|4. Stagnation – Succession plan “dries | | | |(Same people are taking |(Fewer committees and committee |(“Chapter Interest” section |
|up;” Board/officers begin to feel burned |20% - 30% |-20% - +10% |60% - 70% |leadership roles year |members. |of CFMA Web site (Best |
|out; “Same people do everything;” chapter| | | |after year, and/or |(Board in decline. |Meeting Topics, Timeline, |
|is “going through the motions” w/mtgs., | | | |chapter leadership falls | |etc.) |
|speakers, & topics; Board mtgs. held less| | | |to Associate members. | |(Chapter Ambassador |
|frequently with less attendance; no new | | | |(The Board is becoming | |Program |
|ideas; interest is waning. | | | |less sufficient and active. | |(Chapter Mentoring |
| | | | |(No new blood. | |(Call Program |
|5. Decline – Membership and interest | | | |(No consistent general |(Leadership is dwindling | (Mike Molaro and/or Bill |
|declines significantly; number of mtgs. | ................
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