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PrefaceThe California Blood Bank Society is your resource document, created to ensure the effective and efficient management of CBBS programs and organization. Written policies and procedures are essential to the effective and efficient operations of CBBS programs and organization. This Policies and Procedures Manual About CBBSCBBS's mission is to educate, develop, and inspire healthcare professionals in transfusion medicine and cellular therapy to improve practice and patient outcomes. CBBS works to achieve these goals through:Regional Seminars, held in Northern and Southern California, for nurses, donor technicians, donor resource professionals, laboratory technicians, medical technologists, clinical laboratory scientists, quality assurance professionals, compliance staff, administrators and physicians. The seminars are held in the fourth or first quarter of each year, and are announced on our website. An Annual Meeting, complete with vendor exhibits and participation, which alternates between Northern and Southern California. The Annual Meeting affords attendees an opportunity to meet with their peers in an informal, relaxed environment, as well as attend quality seminars covering all areas of Transfusion Medicine. Committee activities, focusing on issues affecting staff working in various areas of blood centers and hospital transfusion services, safety/compliance, and State emergency planning.The CBBS websiteThe CBBS Education FundAward PresentationsThe Early YearsLong before there was CBBS, there was a dream. John Upton, originally from England, graduated from Stanford University Medical School in 1934. He was an obstetrician. He believed firmly that no woman should die in childbirth from lack of blood. This belief fueled a dream.Dr. Upton joined efforts with Dr. DeWitt Burnham, who had been appointed by the San Francisco Medical Society to start a community blood bank in San Francisco. The year was 1940. Prior to that, as early as 1938, blood banks had been established in Los Angeles County General Hospital and in the Highland Hospital in Oakland. In 1939, Good Samaritan Hospital in Los Angeles started the first private blood bank.Interrupted by active service in World War II, Drs. Upton and Burnham returned to San Francisco eager to further the idea of community blood banks. Through their efforts, in May of 1945, a resolution was introduced in the State Legislature asking that the idea of community blood banks be explored, perhaps even supported by, the State. In 1946, Senate Bill 1257 was introduced to do exactly that, including an appropriation of funds to reach that goal. The Public Health Department divided the State into fourteen "areas" which were thought to be sufficient to provide "regional" blood bank units throughout the State. The bill was defeated.The doctors didn't stop the pursuit of their goal. In a letter addressed to Dr. Upton, dated April 5, 1948, Edwin Bruck, MD, Chairman of the Council of the California Medical Association, stated "there has been authorized by the Council of the California Medical Association a Blood Bank Committee on the State level. This Committee will try to coordinate the blood banks of the State and try to further the formation of new banks and try to formulate the plans for a statewide system. Will you please serve as a member of this Committee and be present at its organization meeting during the CMA meeting April 11 - 14, 1948, in San Francisco?" Dr. Upton's reply contained the still-applicable cryptic side-note, ".. will not all be smooth sailing, but who is afraid of wet weather?"At that initial meeting, Dr. Upton was elected Chairman of this committee, and the committee was recognized as a Commission. Meetings continued to take place through the second half of 1948, in which the members of the Commission continued to struggle with territorial issues, as well as payment and reimbursement issues. It was proposed that the AMA enter into the deliberations, and the County Medical Society have the sole right to decide who collects and distributes blood in each respective county within California.In September of 1948, Dr. Upton wrote a proposed plan of action for adequate blood coverage in the State of California. It concluded with the following: "The Program of the Blood Bank Commission of the California Medical Association envisions the following:To encourage, to promote, to sponsor, and to aid in the establishment of community-type non-profit blood banks in California, wherever their establishment is clearly indicated. Control of such banks must be under the local County Medical Society.To actively promote and strongly encourage high and uniform standards of service. The standards we recognize are those outlined in the Biologics Act of the United States Public Health Department.To plan and foster a Clearing House on questions relating to the training of personnel common to blood banks.To sponsor and aid local Medical Societies in developing "walking blood banks" in sparsely settled areas where it is economically unsound to erect a blood bank. The Rh factor should be determined at the same time as the blood typing.To promote and foster the immediate exchange of ideas and materials, and the dissemination of the information relating to blood banking and its technical methodology by education, publicity, and research.To plan and foster cooperation and integration of all existing and contemplated blood banks in time of emergency or disaster.To aid other States and the Nation with blood and blood derivatives to the limit of our ability when disaster strikes or when an emergency condition exists."With the linking of community blood banks into a statewide chain, the need for a simple system of blood exchange was apparent. Bernice Hemphill, of Irwin Memorial Blood Bank, conceived the idea of an exchange similar to the fiscal Clearing House utilized by money banks. On September 19, 1949, a meeting was held at the St. Francis Yacht Club in San Francisco with the Clearing House on its Agenda. Subsequent sessions on the subject were held, and the first Blood Bank Clearing House became a reality on March 1, 1951, with offices set up at Irwin Memorial Blood Bank. The Clearing House program was said to be the main purpose and function of the CBBS when the Articles of Incorporation were filed. Based on its success, Mrs. Hemphill was able to convince the AABB Board of Directors in 1953 that they should sponsor a nationwide Clearing House program. So it happened that in 1956, the California Clearing House became the Pacific District Clearing House of the AABB program.It was in March of 1950 that the Commission recommended to the CMA that blood banks be autonomous, and non-profit, with no obligations to federal, state, or national organizations.In 1951, on February 23 and 24, the Commission held another meeting. This was becoming an annual affair, with technical and administration sessions offered to the attendees of various independent blood centers throughout California.Articles of Incorporation were filed on March 30, 1951. They were approved by the Superintendent of Banks in the State of California and by the Secretary of State and registered in the City and County of San Francisco.CBBS was legally in business. Dr. Upton's dream of the "California Life Line" had come true. (Written by Joseph Hayhurst, MD - CBBS President, 1965-66)GovernanceArticles of IncorporationOriginally known as the California Blood Bank System, and incorporated on March 30, 1951, the California Blood Bank Society (CBBS), as it later became known, celebrated its 65th year of existence in 2016The original Articles of Incorporation and Amendments may be accessed on CBBS’ website at:. BylawsThe CBBS Bylaws underwent extensive revision in June 2015, where a large amount of the material from the bylaws was removed, intended to be included on the CBBS Policies and Procedures Manual (formerly known as the Operating Manual. The Bylaws were proposed to the membership and approved at the Joint Meeting in Las Vegas, Nevada, in June 2015. The current Bylaws may be accessed on CBBS’ website at:. Mission StatementCBBS’ Mission Statement is reviewed annually, a review required by its continuing education provider. Its current Mission Statement is:CBBS educates, develops, and inspires healthcare professionals in transfusion medicine and cellular therapy to improve practice and patient outcomes.Board of DirectorsCBBS’s Board of Directors consists of a total of nine officers and directors. CBBS’s Officers are elected annually and consist of a President, a President-Elect, a Secretary, a Treasurer, and an Immediate Past President. Its Directors are elected on a rotation grid to ensure there is a mix of experienced, moderate, and new Directors. The current Board of Directors are:PresidentSteve FerraiuoloBloodSource10536 Peter A. McCuen BlvdMather, CA 95655(916) 453-3743 PhonePresident-ElectSusan NooneUnited Blood Services, CA 2223 Eastman Ave., Suite AVentura, CA 93003(805) 477-1241 PhoneSecretaryKim-Anh NguyenBlood Bank of Hawaii2043 Dillingham Blvd.Honolulu, HI 96819(808) 848-4705 PhoneTreasurerDon FippsUC San Diego Health, Clinical Laboratory9300 Campus Pointe Dr., MC 7320La Jolla, CA 92037(858) 657-5681Immediate Past PresidentTerrina YamamotoUC San Francisco Health505 Parnassus Ave., Rm M-501San Francisco, CA 94143DirectorBob BayerBlood Systems, Inc.656 West Knoll Dr., N., #104Los Angeles, CA 90069(858) 864-6257 PhoneDirectorJames BurnerUT Southwestern Medical CenterDept. of Clinical Pathology3933 Wycliff Ave.Dallas, TX 75219(214) 648-9198 PhoneDirectorPatricia KopkoUniversity of California, San Diego200 West Arbor Dr., MC 8320San Diego, CA 92103 (858) 657-5707 PhoneDirectorPosition VacantMeetings of the Board of DirectorsThere shall be four face-to-face meetings of the Board of Directors. The first meeting shall be held within forty-eight (48) hours after the Annual Business Meeting. The Board shall hold a regular meeting for organization, selection of Secretary and Treasurer, and confirmation of the Central Office. Any unfinished business in connection with the Annual Meeting will be completed.The second and third meetings shall be held on dates and at locations, at the discretion of the Board of Directors, optimally, evenly spaced between the first and fourth meetings.The fourth meeting shall be held in conjunction with and immediately prior to the commencement of the Annual Meeting. At that time, final reports of committees shall be read for consideration by the Board, with attention given to any last minute details regarding the Annual meeting. Between the face-to-face meetings and at the Board’s discretion, the Board shall have meetings via electronic media in the months where face-to-face meetings do not occur. These meetings shall last no longer than one hour each.Every effort should be made to have a cross-section of professionals on the Board of Directors, with consideration to geography and institutional affiliations.Membership invoices will be sent in the Fall. Reminders to Organization members who have not renewed will be sent on or around December 30. Central office will report names of organization members who have ot renewed to the Board at the second meeting of the board.Mentors will be appointed for new Board members by the President (while still serving as President Elect) during their first year of service.Directors should sign CBBS Conflict of Interest Statement at the first Board of Directors’ meeting each year.A CBBS Board of Directors’ Self-evaluation will be performed by each board member at the Second meeting of the Board.Board Books will be distributed and posted on the CBBS website one week in advance of the Board meetings. Books will be kept posted on the website until the meeting has been held.New Board Members shouldBe invited to attend and start their term at the first regular Board Meeting following the Annual MeetingBe given Board access on the website prior to their first-time attendance at a Board meetingBe invited to Chair TrainingBe sent a letter by the President with a schedule and mittee Chairs/Co-chairs, and Board LiaisonsAdministrativeVicki Finson, ChairUnited Blood Services - California4119 Broad St., #100San Luis Obispo, CA 93401(805) 543-4290 PhoneSteve Ferraiuolo, Board LiaisonAuditPosition VacantAwardsHolli Mason, MDCedars-Sinai Medical Center8700 Beverly Blvd., Rm 1670Los Angeles, CA 90048(310) 423-5360 PhoneTerrina Yamamoto, Board LiaisonBylawsKay Crull, ChairSusan Noone, Board LiaisonClinical Laboratory Scientists (CLS)Rachel Borders and Patricia Whitacre, Co-ChairsUC San Diego Health(858) 657-5852 - Rachel(858) 657-6175 – PatriciaSusan Noone, Board LiaisonContinuing Education/CMELoni Calhoun, ChairSusan Noone, Board LiaisonCommercial ExhibitsJoe Ayers, ChairDon Fipps, Board LiaisonDonor ResourcesVicki Wolfe, ChairKim-Anh Nguyen, Board Liaisone-Network ForumBeth St. Lezin, MD, ChairKim-Anh Nguyen, Board LiaisonEmergency PreparednessJoy Fridey, MD, MBAAmerican Red Cross, Southern California100 Red Cross Circle, Rm 338Pomona, CA 91768(909) 203-2988PhonePatricia Kopko, Board LiaisonFinanceDon Fipps, ChairUC San Diego Health, Clinical Laboratory9300 Campus Pointe Dr., MC 7320La Jolla, CA 92037(858) 657-5681 PhoneMembershipCatherine Mazzei, MD, ChairJames Burner, MD, Board LiaisonNominatingTerrina YamamotoNursing/ApheresisVicki Mead and Jackie Breska, Co-ChairsBoard Liaison: Quality, Safety, and ComplianceCatherine Mazzei, MD, ChairBob Bayer, Board LiaisonScientificSuchi Pandey and Marissa Li, Co-ChairsBoard Liaison:Past Presidents1953 – 1958 John Upton, MD1958 – 1960 Owen F. Thomas, MD1960 – 1961 Robert W. Purvis, MD1961 – 1963 Wayne Scott, MD1963 – 1964 Paul Hattersley, MD1964 – 1965 Edward E. Tueller, MD1965 – 1966 Joseph Hayhurst, MD1966 – 1968 Robert Morris, MD1968 – 1969 Herbert A. Perkins, MD1969 – 1970 Dominic DeSanto, MD1970 – 1971 Robert S. Cox, MD1971—1972 Byron Myhre, MD1972 – 1973 L. N. Osell, MD1973 – 1974 R. Thomas Hunt, MD1974 – 1975 Betty Lou Marnette, MT1975 – 1976 Harry J. Sacks, MD1976 – 1977 Corinne Monroe, MT1977 – 1978 David Borucki, MD1978 – 1979 Carol Bell, MD1979 – 1980 Vincent Caggiano, MD1980 – 1981 Robert DuBois1981 – 1982 Richard Mello1982 – 1983 Mary Lou Vedo1983 – 1984 Arthur J. Silvergleid, MD1984 – 1985 Judith Flynn1985 – 1986 George Garratty, PhD1986 – 1987 Jerry Kolins, MD1987 – 1988 Pat Sepulveda, MT1988 – 1989 Jay Olmstead1989 – 1990 Roger Svoboda1990 – 1991 Loni Calhoun, MT1991 – 1992 Asa Barnes, MD1992 – 1993 Shirley Kenworthy, RN1993 – 1994 Sharolyn Kriger, RN1994 – 1995 Ira Shulman, MD1995 – 1996 Vicki Finson, MT1996 – 1997 Craig Scott, MBA1997 – 1998 Susan Galel, MD1998 – 1999 Lawrence Petz, MD1999 – 2000 Michael J. Fuller2000 – 2001 Marti Maple2001 – 2002 Virginia Vengelen-Tyler, MBA, MT2002 – 2003 Alice Barnhart, MS, MT2003 – 2004 Priscilla I. Figueroa, MD2004 – 2005 Jean Stanley, MT2005 – 2006 Thomas A. Schallert2006 – 2007 Nora Hirschler, MD2007 – 2008 Dirk Johnson2008 – 2009 Jacqueline Tagliere, MT2009 – 2010 Carol Wilson, MT2010 – 2011 Carol Veitenheimer, RN, MSN2011 – 2012 Joy Fridey, MD, MBA2012 – 2013 Michael Hayward2013 – 2014 Kay Crull2014 – 2015 Holli M. Mason, MD2015 – 2016 Terrina YamamotoPolicies – General Confidentiality PolicyAdopted:Revised:This general policy provides board and staff members with broad guidelines for handling confidential information. As used in this policy, ‘staff members’ may refer to employees or contracted individuals or companies who manage the day-to-day operations of CBBS.It is the policy of CBBS that board and staff members of CBBS may not disclose, divulge, or make accessible confidential information belonging to, or obtained through their affiliation with CBBS to any person, including relatives, friends, and business and professional associates, other than to persons who have a legitimate need for such information and to whom CBBS has authorized disclosure. Board and staff members shall use confidential information solely for the purpose of performing services as a board or member for CBBS. This policy is not intended to prevent disclosure where disclosure is required by law.Board and staff members must exercise good judgment and care at all times to avoid unauthorized or improper disclosures of confidential information. Conversations in public places, such as restaurants, elevators, and airplanes, should be limited to matters that do not pertain to information of a sensitive or confidential nature. In addition, Board and staff members should be sensitive to the risk of inadvertent disclosure and should, for example, refrain from leaving confidential information on desks or otherwise in plain view and refrain from the use of speakerphones to discuss confidential information if the conversation could be heard by unauthorized persons.At the end of a board member’s term in office or upon the termination of an employee’s employment, he or she shall return, at the request of CBBS, all documents, papers, and other materials, regardless of medium, that may contain or be derived from confidential information in his or her possession.Conflict of Interest PolicyRecommended by IRSAdopted:Revised:Purpose.The purpose of the conflict-of-interest policy is to protect this tax-exempt organization’s (organization) interest when it is contemplating entering into a transaction or arrangement that might benefit the private interest of an officer or director of the organization or might result in a possible excess benefit transaction. This policy is intended to supplement but not replace any applicable state and federal laws governing conflict of interest applicable to nonprofit and charitable organizations. Definitions.Interested Person. Any director, principal officer, or member of a committee with governing board–delegated powers, who has a direct or indirect financial interest, as defined below, is an interested person. Financial Interest. A person has a financial interest if the person has, directly or indirectly, through business, investment, or familyAn ownership or investment interest in any entity with which the organization has a transaction or arrangement, A compensation arrangement with the organization or with any entity or individual with which the organization has a transaction or arrangement, or A potential ownership or investment interest in, or compensation arrangement with, any entity or individual with which the organization is negotiating a transaction or arrangement. Compensation includes direct and indirect remuneration as well as gifts or favors that are not insubstantial. A financial interest is not necessarily a conflict of interest. Under Procedures, Section 2, a person who has a financial interest may have a conflict of interest only if the appropriate governing board or committee decides that a conflict of interest exists.Procedures.Duty To DiscloseIn connection with any actual or possible conflict of interest, an interested person must disclose the existence of the financial interest and be given the opportunity to disclose all material facts to the directors and members of committees with governing board–delegated powers considering the proposed transaction or arrangement. Determining Whether a Conflict of Interest Exists After disclosure of the financial interest and all material facts, and after any discussion with the interested person, he or she shall leave the governing board or committee meeting while the determination of a conflict of interest is discussed and voted upon. The remaining board or committee members shall decide if a conflict of interest exists. Procedures for Addressing the Conflict of Interest An interested person may make a presentation at the governing board or committee meeting, but after the presentation, he or she shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. The chair of the governing board or committee shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. After exercising due diligence, the governing board or committee shall determine whether the organization can obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a conflict of interest. If a more advantageous transaction or arrangement is not reasonably possible under circumstances not producing a conflict of interest, the governing board or committee shall determine by a majority vote of the disinterested directors whether the transaction or arrangement is in the organization’s best interest, for its own benefit, and whether it is fair and reasonable. In conformity with the above determination, it shall make its decision as to whether to enter into the transaction or arrangement. Violations of the Conflicts-of-Interest PolicyIf the governing board or committee has reasonable cause to believe a member has failed to disclose actual or possible conflicts of interest, it shall inform the member of the basis for such belief and afford the member an opportunity to explain the alleged failure to disclose. If, after hearing the member’s response and after making further investigation as warranted by the circumstances, the governing board or committee determines the member has failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action. Records of Proceedings.The minutes of the governing board and all committees with board-delegated powers shall contain: The names of the persons who disclosed or otherwise were found to have a financial interest in connection with an actual or possible conflict of interest, the nature of the financial interest, any action taken to determine whether a conflict of interest was present, and the governing board’s or committee’s decision as to whether a conflict of interest in fact existedThe names of the persons who were present for discussions and votes relating to the transaction or arrangement, the content of the discussion, including any alternatives to the proposed transaction or arrangement, and a record of any votes taken in connection with the proceedingsCompensation.A voting member of the governing board who receives compensation, directly or indirectly, from the organization for services is precluded from voting on matters pertaining to that member’s compensation. A voting member of any committee whose jurisdiction includes compensation matters and who receives compensation, directly or indirectly, from the organization for services is precluded from voting on matters pertaining to that member’s compensation. No voting member of the governing board or any committee whose jurisdiction includes compensation matters and who receives compensation, directly or indirectly, from the organization, either individually or collectively, is prohibited from providing information to any committee regarding compensation.Annual Statements.Each director, principal officer, and member of a committee with governing board–delegated powers shall annually sign a statement that affirms such person Has received a copy of the conflict-of-interest policy, Has read and understands the policy, Has agreed to comply with the policy, and Understands the organization is charitable and in order to maintain its federal tax exemption it must engage primarily in activities that accomplish one or more of its tax-exempt purposes. Periodic Reviews.To ensure the organization operates in a manner consistent with charitable purposes and does not engage in activities that could jeopardize its tax-exempt status, periodic reviews shall be conducted. The periodic reviews shall, at a minimum, include the following subjects: Whether compensation arrangements and benefits are reasonable, based on competent survey information, and the result of arm’s-length bargainingWhether partnerships, joint ventures, and arrangements with management organizations conform to the organization’s written policies, are properly recorded, reflect reasonable investment or payments for goods and services, further charitable purposes, and do not result in inurement, impermissible private benefit, or in an excess benefit transactionUse of Outside Experts.When conducting the periodic reviews as provided for in Article VII, the organization may, but need not, use outside advisors. If outside experts are used, their use shall not relieve the governing board of its responsibility for ensuring periodic reviews are conducted.Conflict of Interest Policy -- ExistingAll Officers, Directors, Committee Chairs, and Committee Members of the California Blood Bank Society (CBBS) are expected to act with honesty and integrity avoiding actual or apparent conflicts of interest.What is considered a conflict of interest?A conflict of interest may arise in different ways. A conflict of interest may exist whenever the private interests of an Officer, Director, Committee Chair or Committee Member conflict in any way (or even appear to conflict) with the interests of CBBS. A conflict situation can arise when an Officer, Director, Committee Chair or Committee Member takes actions or has interests that may make it difficult to perform his or her work for CBBS objectively. Conflicts of interest may also arise when an Officer, Director, Committee Chair or Committee Member, or a member of his or her family, receives personalbenefits as a result of his or her position with CBBS, whether received from CBBS or a third party. In addition, a conflict of interest can arise when an Officer, Director, Committee Chair or Committee Member or a member of his or her family, works simultaneously for a competitor, customer or supplier of CBBS.What should an Officer, Director, Committee Chair or Committee Member do when confronted with a potential conflict of interest?CBBS policies are as follows:Although it is not always possible to avoid conflicts of interest, CBBS expects an Officer, Director, Committee Chair or Committee Member, once elected or appointed, to consult in advance with the CBBS Officers, Board Liaison, or Committee Chair, respectively, before undertaking new positions or responsibilities outside of CBBS that could lead to conflicts of interest with any of their CBBS duties.The an Officer, Director, Committee Chair or Committee Member must disclose to the CBBS Officers, Board Liaison, or Committee Chair, respectively, any material transaction or relationship he/she has that could reasonably be expected to give rise to a conflict of interest. The CBBS an Officer, Director, Committee Chair or Committee Member will review and address potential conflicts of interest and related party transactions and may require the an Officer, Director, Committee Chair or Committee Member not to participate in specific decisions.An Officer, Director, Committee Chair or Committee Member shall not vote or act in any matter wherein personal benefit may incur. Further, an Officer, Director, Committee Chair or Committee Member shall publicly disclose such personal benefit conflict of interest in any meeting and at the earliest possible opportunity during consideration of such matter.Conflicts of interest may not always be clear-cut so if there is a question, an Officer, Director, Committee Chair or Committee Members should consult with CBBS Officers, Board Liaison or Committee Chair, respectively.conflicts of interest, they are attached to this page and I will update this disclosure as appropriate.Privacy PolicySince our inception stakeholders have trusted the California Blood Bank Society (CBBS) with their personal information. Whether you are a donor, a volunteer, an organization, or a strategic partner, our commitment to conduct business honestly and protect your privacy is at the heart of our Privacy Policy. CBBS respects your confidentiality and requires that your personal information be held in strict confidence. We use your information only for its intended business purpose. We do not sell or trade your information to other organizations or individuals. CBBS takes every possible measure to insure that your information is not compromised in any way. If you are a participant in one of our programs, and with your permission, we provide a list of participants to those attending the class. This list includes your name, title, organization, and email address. Other than as indicated, no one other than CBBS staff has access to your information. Our privacy policy extends online to our Internet website. Online event registration information is transmitted via a secure server using encryption technology. Our website is PCI Compliant and all secure transactions are transacted at our credit card processor’s (Affinipay) website. If you choose to send us email, we may retain the contents of your email message, our reply and your email address as part of our ongoing customer service efforts. We reserve the right to contact you after you have contacted us and may send future email and/or surveys to you about CBBS. You may notify us via email if you wish to discontinue electronic communication. We keep your personal information as accurate, complete, and up to date as is required to fulfill the purpose(s) for which you provided us with your personal information. Upon request in writing we will remove your personal information from our databases, except where legislation or regulation requires our retention of it (for example, charitable giving history tied to income tax receipts.)RECORD RETENTION AND DESTRUCTION POLICYAdopted:Revised:This Record Retention and Destruction Policy of the California Blood Bank Society (CBBS) identifies the record retention responsibilities of staff, volunteers, members of the Board of Directors, and outsiders for maintaining and documenting the storage and destruction of the Organization’s documents and records.CBBS’s staff, volunteers, members of the Board of Directors and outsiders (i.e., independent contractors via agreements with them) are required to honor this retention and destruction policy: paper or electronic documents indicated under the terms for retention below will be transferred and maintained by the Human Resources, Legal or Administrative staffs/departments or their equivalents;all other paper documents will be destroyed after three years; all other electronic documents will be deleted from all individual computers, data bases, networks, and back‐up storage after one year; and no paper or electronic documents will be destroyed or deleted if pertinent to any ongoing or anticipated government investigation or proceeding or private litigation.Retention Terms:Retain permanentlyGovernance records – Charter and amendments, Bylaws, other organizational documents, governing board and board committee minutes.Tax records – Filed state and federal tax returns/reports and supporting records, tax exemption determination letter and related correspondence, files related to tax audits. Intellectual property records – Copyright and trademark registrations and samples of protected works.Financial records – Audited financial statements, attorney contingent liability letters.Other historical CBBS recordsTraining ManualsCBBS JournalsRetention and destruction policies for continuing education and continuing medical education shall align with provider requirements.Retain for ten (10) yearsPension and benefit records ‐‐ Pension (ERISA) plan participant/beneficiary records, actuarial reports, related correspondence with government agencies, and supporting ernment relations records – State and federal lobbying and political contribution reports and supporting records.Retain for three yearsEmployee/employment records – Employee names, addresses, social security numbers, dates of birth, INS Form I‐9, resume/application materials, job descriptions, dates of hire and termination/separation, evaluations, compensation information, promotions, transfers, disciplinary matters, time/payroll records, leave/comp time/FMLA, engagement and discharge correspondence, documentation of basis for independent contractor status (retain for all current employees and independent contractors and for three years after departure of each individual).Lease, insurance, and contract/license records – Software license agreements, vendor, hotel, and service agreements, independent contractor agreements, employment agreements, consultant agreements, and all other agreements (retain during the term of the agreement and for three years after the termination, expiration, non‐renewal of each agreement).Retain for one yearAll other electronic records, documents and files – Correspondence files, past budgets, bank statements, publications, employee manuals/policies and procedures, survey information.Exceptions. Exceptions to these policies and terms for retention may be granted only with approval by the CBBS Board of Directors.Risk Management PoliciesPolicies to be developed per Action Item T-18, October 19-20, 2015Sponsorship PoliciesSponsorship policies do not exist for CBBS. Develop, together with compelling benefits and incorporate into polices per Action Item T-22, October 19-20, 2015.Website PoliciesReciprocal postings or postings for nonprofit organizations found to be consistent with the CBBS mission will continue. Postings from or links to companies who are neither Organization Members nor Vendor Partners will not be posted. Exceptions must be approved by the Board.Events should be posted on the CBBS website even if the dates conflict with CBBS activities.Whistleblower PolicyThe whistleblower policy is intended to provide a mechanism for the reporting of illegal activity or the misuse of CBBS assets while protecting the employees who make such reports from retaliation.Questionable ConductThis policy is designed to address situations in which an employee suspects another employee has engaged in illegal acts or questionable conduct involving CBBS’s assets. This conduct might include outright theft (of equipment or cash), fraudulent expense reports, misstatements of any accounts to any manager or to CBBS’s auditors, or even an employee’s conflict of interest that results in financial harm to CBBS. CBBS encourages staff to report such questionable conduct and has established a system that allows them to do so anonymously.Making a ReportIf an employee suspects illegal conduct or conduct involving misuse of CBBS assets or in violation of the law, he or she may report it, anonymously if the employee wishes, and will be protected against any form of harassment, intimidation, discrimination, or retaliation for making such a report in good faith.Employees can make a report to any of the following CBBS executives at any time: chief executive, chief financial officer, or the head of human resources. CBBS will promptly conduct an investigation into matters reported, keeping the informant’s identity as confidential as possible consistent with our obligation to conduct a full and fair investigation.Alternatively, employees can make a report by calling either the board chair or the chair of the audit committee. Their names and phone numbers are posted on CBBS’s intranet.No RetaliationAn employee who has made a report of suspicious conduct and who subsequently believes he or she has been subjected to retaliation of any kind by any CBBS employee is directed to immediately report it to the chief executive, the chief financial officer, or the head of human resources as appropriate. Reports of retaliation will be investigated promptly in a manner intended to protect confidentiality as much as practicable, consistent with a full and fair investigation. The party conducting the investigation will notify the employee of the results of the investigation. CBBS strongly disapproves of and will not tolerate any form of retaliation against employees who report concerns in good faith regarding CBBS’s operations. Any employee who engages in such retaliation will be subject to discipline up to and including termination.CBBS Reporting ProceduresThe “whistleblower” procedure is intended to describe the process through which concerns about the possible misuse of CBBS assets are handled pursuant to CBBS’s whistleblower policy.An employee makes a report of suspected misuse of CBBS assets by reporting in person to an CBBS executive, or reporting anonymously to the board chair or the audit committee chair.The report is promptly reviewed by the chief executive, as well as the chief financial officer, to determine whether the report constitutes a complaint or a non-complaint, unless one of them is allegedly involved in the misconduct, in which case the report should be reviewed by only one of them. (If both of them are alleged to be involved, the report should go directly to the board chair or the audit committee chair.)A complaint means any report involving (i) questionable accounting, auditing, financial reporting, or internal controls; (ii) suspected fraud, theft, or improper use of company assets; (iii) a violation of CBBS’s conflict-of-interest policy that results in a financial harm to CBBS; or (iv) a claim of retaliation against any employee making a good-faith report regarding any of the preceding matters. A non-Complaint means a report of any other matter not involving a misuse of CBBS’s assets.If the report is deemed to be a complaint, it will be promptly investigated and forwarded to the audit committee chair. If the report is deemed to be a non-complaint, it will be referred to the appropriate executive or manager for follow-up. Some non-complaints may involve serious matters and may require prompt investigation, but may nevertheless not involve misuse of CBBS’s assets.Each complaint is fully investigated, and as far as possible handled so as to protect the privacy of the employee making the complaint. A written report of the outcome of each investigation is prepared and delivered to the audit committee chair.The audit committee chair decides whether the report involves a matter that is material. If it is deemed material, it is reviewed by the full committee, which may forward it for disposition to the board or may direct senior management to take actions to resolve the situation. If the report is deemed nonmaterial, it is not reviewed by the committee but is instead addressed by the chief financial officer, as appropriate.AdministrationIn GeneralCBBS shall have and continuously maintain a registered office and a registered agent in the state of California, as required by the state of California. The registered agent shall either be an individual resident of the state or a corporation authorized to transact business in the state.The Central Office Manager will copy the President and President-Elect when sending out budget information to the finance committee and Treasurer in order to keep them up-to-date.On October 4, 2005, AB 1195 was chaptered into law. AB 1995, Continuing Education: Cultural and Linguistic Competency” went into effect July 2006. Cultural sensitivity lecture is required at a minimum of one seminar and one annual meeting session per year. Transgender and other language has since been added. The law, as amended, remains in full force and effect.The President-Elect should arrange board liaisons and chairs far enough in advance so they can communicate with each other before the meeting so they can discuss importance of training and provide any assistance needed. Recommended target is February. Liaisons should contact Chairs and emphasize the value of training.Duties of Central OfficeResponsibilities of the Central Office, which may be fulfilled under contract, shall include, but are not limited to:Administer CBBS headquarters.Manage CBBS funds including invoicing of dues, collection and depositing of receipts, disbursement of authorized expenditures, and customary and usual business banking transactions as provided by guidelines established by the Board of Directors.Act as recording secretary for all meetings of the Board of Directors and of the Members.Attend to all correspondence, incoming and outgoing, as directed by the President.Act as custodian for all documents related to the business of CBBS, and manage the CBBS records retention program according to its guidelines.Periodically provide Directors with a CBBS Membership Roster.Handle details relating to the physical planning and organization of the Annual Meeting as directed by the Board of Directors.Perform other duties as described elsewhere in this Policies and Procedure Manual, including, but not limited to, annual meetings and regional seminars.When a Scope of Services detailing the duties of the Central Office under management contract, that Scope of Services shall prevail.The Board of Directors will review contracts provided by the Central Office at the second face-to-face meeting of the TASKS BY MONTHNote: The busiest times for the Central Office are the few days around any deadline (registration or other) and Tuesday through Thursday at the Annual Meeting.EVERY MONTH:?Update and distribute Disaster Response Plan Appendix A to disaster contacts, CEOs and committee.Bank reconciliationsProcess memberships as they arriveProcess payments in QuickBooks (process checks received by mail and/or credit card payments)Add members to current year active member email listUpdate excel worksheet with numbers, interested in committee names, educational fund donors. Update educational fund word list and process payments as necessary. Send check to cover contributions to HAF. Send thank you notes to donors.Nag BOD, chairs, speakers, etc. to submit tasks in a timely manner and by assigned deadlines. Deal with missed deadlines!Process Educational Fund Donations as they arrive:Record in QuickBooks with “Educational Fund” receiptPrint 2 copies of receipts, one for HAF, one for CBBSMail check to HAFMail thank you notes to donorsAUGUST: (Start of new fiscal year) ?Reconcile QuickBooks account with previous month’s bank statements (Ongoing all year)?Taxes: Send accountant oQuickBooks backup after July bank reconciliations, oJuly bank statements, oBOD & Business Meeting minutes, oList of current and last year’s BOD members?File previous FY records. Discard stored records according to policy.?Finalize Fall (2nd) BOD Meeting contract (usually scheduled for 2 days starting at 10 am on first day and ending at 3 pm on second in mid to late September).oSend initial information to BOD.oPlan first day dinner.oOrder food and AV.oNotify chairs & BOD that reports are due to CO and Liaison at least one week prior to the meeting.?Annual Meeting:oEmail Exhibitor Prospectus.oWork with decorator on Exhibit Hall layoutoDevelop AM Program from templates and Speaker information forms.oActivate AM website with dates, exhibitor prospectus, minimal preliminary program, hotel information, registration start dateoDevelop registration formoSend confirmation email to speakers as SI forms arrive. Include honorarium policy. (Ongoing until after the meeting)Process Exhibitor applications and payments as they arrive (Ongoing until after the meeting).oComplete Abbott grant request.SEPTEMBER:?Taxes: Send accountantonew QuickBooks backup after August bank reconciliation, oAugust bank statements?September BODo Rooming list due. oSend out confirmation numbers, directions, and reminder to BOD. oSend “Board Book” to webmaster for posting. oAfter meeting, send draft minutes and action items to President within 30 days. After approval, send to BOD and to webmaster for posting.?Fall Regional Seminar information should have been received 90 days prior to the scheduled date. oDevelop flyer after template is approved by CE committee. oSend information to webmaster. oObtain Speaker information forms. Send confirmation emails with deadlines, disclosure form, and request for CV, code for complimentary registration and honorarium policy to speakers. oPrint flyers and mail to current members, last year’s lapsed members, previous seminar attendees, list of hospitals. oSend a number of flyers to Institutional Members for posting. oSend updated information to webmasteroSend email blast to current members, last year’s lapsed members, previous seminar attendees, announcing the seminar. oDevelop off-line registration formoRegistration open online approx. 8 weeks prior to seminar. Process payments in QuickBooks (Transfer funds from PayPal to Union Bank, process checks received by mail and/or credit card payments)Board of Registered Nursing CE renewal due 11/30 every-other yearOCTOBER:?InvoicesDevelop individual invoices and letter. Send to current members and last year’s lapsed members at end of month.Develop institutional invoices and letter to send out in November.?Finalize taxes with accountant.?Fall Regional Seminars this month or next. oDevelop program for onsite that includes any speaker disclosuresoDevelop evaluation form and have approved by CE CommitteeoDevelop sign-in sheetoDevelop on-site registration formoReceive CVs, signed disclosure forms, and presentations from speakers. oRegister speakers, coordinators and helpers who have not done so themselves.oDevelop handouts for posting on the websiteoSend seminar supplies (refer to “Seminar Supply Checklist”) to site coordinators to arrive at least two days prior to the seminar.oSome masters in file “brochures, signs,” under Continuing EducationoProcess registrations and payments.NOVEMBER?Membership for next year available online 11/1 (Ongoing all year)oUpdate online records for Award Winners (active for upcoming year)?Sign and mail taxes (due by 12/15).?Close-out Fall Regional SeminaroProcess onsite registrantsoIndicate receipt of evaluation form and sign-in on spreadsheetoSend certificates of continuing education to those who turned in evaluation form & signed inoSummarize evaluations, separating North and South. Send to chair(s). Include in next Board BookoUpdate interested in committee list?Annual MeetingoSpeaker information forms due by __________oCME application to ____________?DECEMBER?CA CLS CE Renewal form and payment?Spring Regional Seminar(s) information should have been received 90 days prior to the scheduled date. oDevelop flyer after template is approved by CE committee. oSend information to webmaster. oObtain Speaker information forms. Send confirmation emails with deadlines, disclosure form, and request for CV, code for complimentary registration and honorarium policy to speakers. oPrint flyers and mail to current members, last year’s lapsed members, previous seminar attendees, list of hospitals if time allows. Otherwise, just send to Institutional Members and hospital list.oSend a number of flyers to Institutional Members for posting. oSend updated information to webmasteroSend email blast to current members, last year’s lapsed members, previous seminar attendees, announcing the seminar. oDevelop off-line registration formoProcess registrations and payments.?Annual MeetingoHotel registration open until approx. 30 days prior to the meetingoPost “final” program on websiteoOpen Abstract submission websiteoChoose SAMs credit lectures (send letter to SAMs people)oDevelop Ledin & Perkins announcements including picture and short bio for web, CBBS Today & program?Finalize Winter (3rd) BOD Meeting contract (usually scheduled for 2 days starting at 10 am on first day and ending at 3 pm on second in mid-late January). oSend initial information to BOD. oPlan first day dinner. oOrder food and AV. oNotify chairs that reports are due to CO and Liaison at least one week prior to the meeting.?CA CLS CE renewal payment due 12/31.JANUARY?Winter BODo Rooming list due. oSend financial report to Treasurer and Finance Committee Chair (FYTD Balance Sheet and Profit & Loss vs Budget reports from QuickBooks).oSend out confirmation numbers, directions, and reminder to BOD. oSend “Board Book” to webmaster for posting. oAfter meeting, send draft minutes and action items to President within 30 days. After approval, send to BOD and to webmaster for posting.?Annual MeetingoRecruit Registration desk volunteers. Arrange arrival / departure dates and hotel rooms for them.oRegistration open mid-month. Send announcement to members, lapsed members, non-member previous seminar & AM attendees, speakers, Institutional Members. Email discount codes to speakers, award winners & volunteersProcess registrations and payments.?Process payments in QuickBooks (Transfer funds from PayPal to Union Bank, process checks received by mail and/or credit card payments)?Update joomla as needed?Update Excel database from downloaded / uploaded online csv informationoSend email to speakers with speaker requirements & disclosure form for completion. Process information as it’s received back (change program details and make hotel reservations / transportation arrangements for speakers and register speakers as necessary from speaker requirement form requests, track and complete master disclosure form for Davis, copy disclosure forms for Davis, track and file CVs)oContact BCC re MTAC Meeting (currently David Oh) and BSI (Daryl Stensgaard?) re meetings on-site.oAfter BOD meeting, develop Hemphill & OT announcements including picture & short bio for web, CBBS Today & program. Update membership status.oAfter BOD meeting, develop nomination announcements for web, CBBS Today & program from information submitted by nominating committee.oChoose menu for BOD meetings, new people luncheon, past-president’s luncheon, chair training, receptions, breakfasts, lunches, President’s reception and add-on meetings.oDiscuss AV needs with hotel. Contact if neededoSolicit SAMs questions. ?Send to webmaster when complete for posting / online quiz & certificate. ?Print as handout for meeting.oInvite chosen Experts to participate in paneloIdentify and invite volunteers for reg, etc.oContact ABHI accrediting agency and obtain approval?CA CLS CE Renewal list of courses due 2/1?Send Institutional Member Certificates?Send Institutional Member remindersFEBRUARY?Annual MeetingoOrder convention bags to be delivered to meeting site 1 week prior to the meetingoContinue to process information as it’s received back (change program details and make hotel reservations / transportation arrangements for speakers and register speakers as necessary from speaker requirement form requests, track and complete master disclosure form for Davis, copy disclosure forms for Davis, track and file CVs)oContinue to process registrations and payments as they arrive.oRequest ads, logos and descriptions for program from exhibitorsoAssign booths for exhibitors. Send booth-number notifications. Update Freeman / decoratorProcess late exhibit applicationsoOrder awards for Ledin, Perkins, Owen-Thomas, Hemphill, Outgoing-President, retiring BOD membersoRemind President to consider gifts or cards for outgoing ChairsoDevelop menusoFinalize meeting roomsoArrange AV?Update Budget worksheet and work with Finance Committee on next year’s budget?Spring Regional Seminars this month or next. oDevelop program for onsite that includes any speaker disclosuresoDevelop evaluation form and have approved by CE CommitteeoDevelop sign-in sheetoDevelop on-site registration formoReceive CVs, signed disclosure forms, and presentations from speakers. oRegister speakers, coordinators and helpers who have not done so themselves.oDevelop handouts for posting on the websiteoSend seminar supplies (refer to “Seminar Supply Checklist”) to site coordinators to arrive at least two days prior to the seminar.oSome masters in file “brochures, signs, etc” under Continuing EducationoProcess registrations and payments.?Distribute “Interested in Committees” List to incoming chairs?Send “New Board Member” information to newly nominated board membersMARCH?Annual MeetingoSend program to publisher 6 weeks prior to meeting. Review returned proofs thoroughly and immediately (Carol V., Alice B. and Kay C. are great resources for reviewing). Have program sent to meeting site.oMake hotel reservations for President & selfoContinue to process registrations and payments.oOrder badges, badge-holders & ribbonsoNotify chairs & BOD that reports are due to CO and Liaison at least one week prior to the meeting.oDevelop onsite registration form for attendees and exhibitorsoPurchase gift cards as requiredoSend Pres reception invites, committee chair training invites, past-president, new member/first-time attendee invites?Close-out Spring Regional SeminarsoProcess onsite registrantsoIndicate receipt of evaluation form and sign-in on spreadsheetoSend certificates of continuing education to those who turned in eval form & signed inoSummarize evaluations, separating North and South. Send to chair(s). Include in next Board BookoUpdate interested in committee list?Distribute “Interested in Committees” List to incoming chairs?Update CBBS Operations Manual?Develop & print evaluation forms and sign in sheets for CEs and CMEs. Get CE committee approval before printing.?Develop & print exhibit game cardsAPRIL?Annual MeetingoContinue to process registrations and payments.oStuff badgesoFinalize Committee Chair Training with Pres-electoCollect presentations from speakers?organize them by session?make pdf handouts and send to webmaster for postingoOrganize items required for Business Meeting?Draft minutes?Voting cards?Sign-in sheets?Room set-up?Agenda?Remind incoming President to buy outgoing President a giftoOrder posters / signs as neededoShip supplies that won’t fit in car to meeting siteoPrint certificate of attendance, oPrint checks for Ledin & Perkins winners and other speaker honoraria. oLoad attendee bags with programs, committee information, evaluation forms, exhibit game cards, etc. when onsite.?Prepare budget for presentation to BODMAY?Close-out Annual MeetingoProcess onsite registrantsoUpdate joomlaoIndicate receipt of evaluation form and sign-in on spreadsheet. Record CEs / CMEs earnedoSend CME / ANCC spreadsheet to DavisoSend certificates of continuing education to those who earned CE / ABHI creditsoSummarize evaluations, separating North and South. Send to chair(s). Include in next Board BookoUpdate interested in committee listoSend thank you notes to speakersoSend honoraria to volunteersoProcess reimbursement formsoProcess scholarship expenses and grant funds transfer?Continue to process memberships as they arrive?Enter finalized budget in QuickBooksJUNE?Continue to process memberships as they arriveJULY?Year-end tasksRole of the Board The Board of Directors sets forth the standards the board expects from all members of the Board of Directors. To become familiar with and committed to the major responsibilities of a governing board:Setting mission and purposesAppointing the chief executiveSupporting the chief executiveMonitoring the chief executive’s performanceAssessing board performanceInsisting on strategic planningReviewing educational and public-service programs and Web-based initiativesEnsuring adequate resourcesEnsuring good managementPreserving institutional independenceTo support the institution’s fundraising efforts through personal giving in accordance with one’s means (to both annual funds and capital drives), and to be willing to participate in the fundraising processTo devote time to learn how the institution functions — its uniqueness, strengths, needs, and its place in the industry — and share your knowledgeTo carefully prepare for, regularly attend, and actively participate in board meetings and committee assignmentsTo accept and abide by the legal and fiscal responsibilities of the board as specified by organizational charter, bylaws, and state statutes and regulationsTo vote according to one’s individual conviction, to challenge the judgment of others when necessary, yet to be willing to support the decision of the board and work with fellow board members in a spirit of cooperation; to recognize that the board chair alone speaks for the boardTo maintain the confidential nature of board deliberations and to avoid acting as spokesperson for the entire board unless specifically authorized to do soTo understand the role of the board as a policy-making body and to avoid participation in administration policyTo learn and consistently to use designated institutional channels when conducting board business (e.g., responding to staff and volunteer grievances, responding to inquiries concerning the status of a chief executive search, etc.)To comply with the conflict-of-interest policy and disclosure developed by the boardTo refrain from actions and involvement that might prove embarrassing to the organization and to resign if such actions or involvement developsTo make judgments always on the basis of what is best for the organization as a wholeConsistent with CBBS Bylaws, any directors who fails to meet his or her duties as a Board Member can be considered to have abandoned his or her position and should be so notified by the President.All contracts must be approved by the CBBS Board of Directors. Distribution via email is acceptable. Included in the email is the identity of the Board member who should execute the contract.Meetings of the BoardThere shall be four regular meetings of the Board. The first meeting shall be held within 14 days of the close of the annual business meeting and the fourth meeting shall be held in conjunction with the Annual Meeting. The remaining two meetings shall be held at such places and times as the Board prescribes.At the first meeting, the Board shall select its Secretary and Treasurer.At the first meeting, any unfinished business in connection with the Annual Meeting will be completed.At the second meeting, the Board shall hear reports from the committees regarding plans and budget requirements. The budgets for all committees shall be set even if the committees fail to report. Travel mileage reimbursement rate, honoraria dues and fees shall be established. Plans for the Annual Meeting shall be reviewed and selection of sites for future meetings shall be made.At the third meeting, business to be transacted includes detailed attention to the Annual Meeting, particularly the programs; further action on any business not concluded at the second meeting; review of committee reports such as Bylaws Committee, Nominating Committee, and Awards Committee with appropriate action. The President-Elect shall discuss with the Board the Committee Chairman selections for his/her term as President and request the advice of other members of the Board regarding such appointments.At the fourth meeting, held just prior to and in conjunction with the Annual Business Meeting. At this time, final reports of committee shall be read for consideration by the Board; attention shall be given to any last minute details regarding the Annual Meeting.Board of Directors’ Job DescriptionsDuties of the PresidentAdopted:Revised:Key ResponsibilitiesPolicy and Planning: Works with the chief executive and the board to establish the guiding principles, policies, and mission for the organization — for example, by initiating a regular review of the organization’s strategic plan and mission to keep them fresh and relevant, and by establishing metrics to measure success. Budget and Finances: Works with the appropriate board members to oversee the budget of the organization and assumes ultimate responsibility for the integrity of its finances — for example, by overseeing independent outside audits and, as appropriate, internal audits as well. Board Meetings: Leads and facilitates board meetings by making sure that the agenda is closely followed, every board member has the opportunity to participate in discussions, and the board uses proper decision-making procedures. Board Committees: Serves as an ad hoc member of all board committees and works to structure a committee system that contributes to the board’s overall effectiveness. Board Development: Oversees efforts to build and maintain a strong board by setting goals and expectations for the board, cultivating leadership among individual board members, and working with the nominating committee to make board development a priority. Board Recruitment and Orientation: Works with the nominating committee to identify and recruit new board members who bring important skills and knowledge to the board. Board Evaluation: Works to make sure the board has opportunities to reflect regularly on how well it is meeting its responsibilities to the organization — in part by overseeing a board self-assessment every year. Staff Oversight, Compensation, and Evaluation: Oversees the hiring, evaluation, and compensation of the chief executive; and works to develop a succession plan for the chief executive’s position — for example, by making sure that other staff members have the capabilities they need to lead the organization. Fundraising: Guides the work of the board to secure funds for the organization by overseeing the development of fundraising policies, encouraging and supporting the fundraising efforts of the development committee and individual board members, soliciting contributions from board members and selected outside contributors, and setting an example by contributing his or her own funds to the organization. Public Relations and Communications. Speaks for the board in the event of a controversy or crisis; oversees the development of communications policies; and works to promote the work of the organization in conversations, speeches, interviews, and other day-to-day activities. Duties of the President-ElectAdopted:Revised:Key ResponsibilitiesPrepares to assume the office of the board chairFills the office of board chair should that office become vacant, and subsequently fills the office of chair for a regular term as is entitled to the chair-electAssists the board chair in the execution of his or her dutiesServes on the executive committeeAttend all board meetings.Carry out special assignments as requested by the board chair. Understand the responsibilities of the board chair and be able to perform these duties in the chair’s absence. Participate as a vital part of the board leadership.Provides a report at each board meeting of his or her activities since the previous board meeting Performs any other duties as assigned by the board chairDuties of the SecretaryAdopted:Revised:Key ResponsibilitiesIn advance of meetings, provide written agendas of the sessions of the full board and the meetings of the standing committees.In advance of meetings, distribute to board members appropriate background information on subjects to be discussed.Prepare and provide written minutes to board members in the specified time.Serve on the executive committee.File the approved minutes and maintain the official list of board members in accordance with procedure.Certify and keep at the principal office of the organization the original or a copy of the bylaws as amended or otherwise altered to date.Keep at the principal office of the organization, or at such a place as the board may determine, a book of minutes of all meetings of the directors and meetings of committees. Minutes shall record time and place of meeting, whether regular or special, how called, how notice was given, the names of those present or represented at the meeting, and the proceedings thereof.Ensure that all notices are duly given in accordance with the provisions of the bylaws or as required by law. Be custodian of the records and of the seal of the organization and affix the seal, as authorized by law or the provisions of the bylaws, to duly executed documents of the organization.In general, perform all duties incident to the office of the secretary and such other duties as may be required by law, by the articles of incorporation, or by the bylaws, or which may be assigned to him or her from time to time by the board.Duties of the TreasurerAdopted:Revised:RequirementsKnowledge of the organization and personal commitment to its goals and objectivesUnderstanding of financial accounting for nonprofit organizationsResponsibilitiesServes as financial officer of the organization and as chair of the finance committeeServes on the executive committeeManages, with the finance committee, the board’s review of and action related to the board’s financial responsibilitiesWorks with the chief executive and chief financial officer to ensure that appropriate financial reports are made available to the board on a timely basisAssists the chief executive or the chief financial officer in preparing the annual budget and presenting the budget to the board for approvalReviews the annual audit and answers board members’ questions about the auditReview the monthly financial report, compare expenses with budgets and income, identify and anticipate problem areas, and work with committee chairs and/or board members to correct those problems.Assist board members and committee chairs with appropriate financial matters.Assist with the development of a balanced budget.Prepare and present appropriate reports.Answer correspondence related to CBBS financial matters, as municate financial information to organization’s chapters and individual members. Oversee the financial aspects of board decisions.Work to maintain a strong financial position.Work with the organization and the corporate accountant to develop a long-term financial strategy.Work with the auditor and organization in assessing the annual financial condition of the organization.Serve as a member of the strategic planning committee.Annually review and revise, as needed, budget preparation materials.Duties of the Immediate Past PresidentAdopted:Revised:Serves as chair of the nominating committeeAssists the board chair in the execution of his or her dutiesServes on the executive committeeAttend all board meetings.Carry out special assignments as requested by the board chair. Participate as a vital part of the board leadership.Provides a report at each board meeting of his or her activities since the previous board meeting Performs any other duties as assigned by the board chairDuties of the DirectorsAdopted:Revised:Attend scheduled board meetings Review organizational mission statement Ensure effective organizational planning Review and approve all policy positionsParticipate in CBBS programs and events Ensure adequate Manage resources effectively Approve annual budget Review financial statements Assist in the development and management of working relationships with other organizationsSelection of board officers Participate in assessment of the board’s own performance CBBS Board of Directors’ Terms of OfficeName99-0000-0101-0202-0303-0404-0505-0606-0707-0808-0909-1010-1111-1212-1313-1414-1515-1616-1718-19M. Joyce123M. MaplePEPPPM. FullerPPPV. Tyler2PEPPP3A. Bamhart23PEPPPJ. Parker1F. 1M. Haimowitz1F.2J. StanleyF.1F.3F.3PEPPPP. FigueroaF.23PEPPP12F.4T. Schallert1231PEPPPD. Witthaus123123N. Hirschler1231PEPPPD. Johnson1231PEPPPC. Evans123C. Wilson1231PEPPPJ. Tagliere123PEPPPC. Veitenheimer1231PEPPPJ. Fridey1231PEPPPM. Hayward12312PEPPPK. Crull12312PEPPPH. Mason3f12312PEPPPC. Gresens123T. Yamamoto12312PEPPPS. Ferraiuolo12312PEPPPL. Aldridge12312K. Nguyen123123SS. Noone123TPEPM.Fontaine123Don Fipps12TFootnote 1:Judy Parker left blood banking, and left the board of directors the end of her first year; Jean Stanley filled her spotFootnote 2:M. Haimowitz left the board of directors the end of her first year; Priscilla Figueroa filled her spotFootnote 3:Jean Stanley should have been nominated for and elected to the board of directors in 02-03. She was nominated and elected in 03-04 insteadFootnote 4:Priscilla Figueroa left the board one year before her term was over. H. Mason took her spotSuccession PlanningTo be developed. Old Policy spoke only to succession planning for the Central Office and the Webmaster and not to the Board of Directors. None of the language in the old policies speaks to the current state of CBBS. New policies should be developed for the Central Office and for the Board of Directors.Finance Policies and ProceduresBasis of AccountingPrior to 2015, CBBS used the cash basis of accounting. Since 2015, CBBS uses the accrual basis of accounting. The accrual basis is the method of accounting by which revenue and expenses are identified with specific periods of time, and are recorded as incurred, and without regard to date of receipt or payment of cash.Fiscal YearThe fiscal year of the Society shall be August 1 to July 31st, unless changed by action of the Board of Directors.Journal EntriesJournal Entries are used each month when reconciling bank and investment statements, to add bank charges and credit card fees, record market changes in investment values, and record other transactions such as prepaid assets and liabilities. From time-to-time, the Central Office will consult with its certified public accountant to cure issues that may arise from time-to-time.Bank and Investment Statement ReconciliationsBank and investment statements are delivered electronically. Paper copies of cancelled checks are no longer provided with monthly statements. Both the Central Office and the Treasurer have access to the online banking and investment sites.Bank reconciliations occur within 10-30 days of the close of the month, sooner if statements are received earlier.Reconciliation statements, together with a copy of the bank or investment statement are emailed to the Treasurer. Internal Controls/Segregation of DutiesCBBS recognizes that with an increasingly smaller pool of volunteers, with geographic challenges, and with a small staff, it is impossible to meet the desired checks and balances to separate all duties involving financial transactions, including, but not limited to, the receipt, deposit, reconciliation and reporting of cash. Since 2015, a majority of our cash transactions are conducted through our credit card processer, who provides daily, monthly and other statements to ensure accuracy of reporting. Whenever a check is issued to the management company for payment for services or reimbursement of expenses, the proper forms (invoice, reimbursement documentation and reconciliation) must be presented to authorized volunteer leaders for review, approval, and signing of the check. Only then, may the management company authorized signer, affix their signature to and process the check.Any check written on CBBS accounts over $1,000, requires two signatures, regardless of whom the payee is.Only the Board of Directors can approval Policies and Procedures. Approval and review of policies and procedures occurs once each fiscal year.Use of IncomeAll of the income and earnings of CBBS will be used to carry out the purpose of the CBBS without profit, direct or indirect, to any member of CBBS. All expenses submitted for payment must be authorized by the Board of Directors, documented by receipts, and consistent with CBBS reimbursement policy.Individual Members required to attend to the business of CBBS may be reimbursed for expenses incurred in such actions.Reasonable expenses incurred by Individual Members shall be submitted to the Central Office on a CBBS “Expense Reimbursement Form”; approval of the Committee Chair or Board Liaison is required.Expenses and fees incurred by Individual Members to attend the Annual Meeting are not considered reimbursable expenses except as approved by the Board of Directors.Non-member speakers at the Annual Meeting and/or education workshops may submit receipts for reimbursementAt the Board’s discretion, honoraria may be granted to both member and nonmember speakers.Authorized SignersOrders for payment of money, notes or other evidence of indebtedness, issued in the name of or payable to CBBS shall be signed or endorsed by such persons and in such manner as from time to time will be determined by resolution of the Board of Directors. The board minutes shall reflect the names of individuals being replaced as authorized signers (and which accounts), as well as the individuals being added as authorized signers (and which accounts).Physical SecurityCBBS maintains physical security of its assets to ensure that only people authorized have physical or indirect access to money, investments, and data.Data is secured with redundant physical, offsite, and cloud backup systems.Bank checks, deposit slips and similar items are stored in locked drawers, with the keys taken offsite each evening.All CBBS online access to financial institutions is password-protected, as is CBBS’ financial software. Deposits are made on a regular basis—at least once each week; more frequently during peak transaction periods.Budgeting ProcessThe annual budget is prepared by CBBS staff and presented to the finance committee for review, modification and ultimate approval of the Board of directors. Internal Financial ReportsA Statement of Financial Position, Statement of Activities, Budget versus Actual Performance, and other reports, as requested, are to be presented at each meeting of the Board of Directors. Currently, there are four face-to-face meetings per year, with conference call meetings as required.Bank reconciliations, bank statements, and Statement of Financial Position and Statement of Financial Activities are to be provided to the Treasurer each month.AuditCBBS prefers to have its books and records audited each year. Its last audit was performed at the close of fiscal 2013-2014. Since that time, CBBS transitioned its accounting firm from Arizona to California, has selected an auditing firm and will have its 2015-16 audit completed by the end of September 2016.Tax ComplianceCBBS engages an accounting firm, experienced with nonprofit associations, to prepare and file its tax returns.PayrollCBBS has no employees.Cash DisbursementsVendors must submit proper documents (invoices, reimbursement forms with accompanying receipts, or contracts (exhibitors/annual meeting trade show).Petty CashNo Petty Cash account is held by CBBS. As the time for the Annual Meeting approaches, a check is issued for $300 and used at Annual Meeting for cash tips and other services by hotel and other providers. Petty cash receipts are documented for cash expended, noting date and purpose. The amounts are then recorded in CBBS’ financial records, with any remaining cash returned to CBBS’ bank account.Expense ReimbursementExpense reimbursements to Central Office staff are presented via invoice, with accompanying detail reconciliation and original receipts. Expense reimbursement to Volunteers, including the Board of Directors, are presented via Expense Reimbursement Form, with original receipts.Expense reimbursement to Speakers and others, are presented via Expense Reimbursement Form, accompanied by original receipts.Expense reports may be approved via email by committee chairs or Board Members. If there is no approval forthcoming within 30-45 days, the expense report is deemed to be approved.Asset Management CBBS’ Treasurer is responsible for oversight of all CBBS cash assets and investments. Access to these accounts is discussed elsewhere. CBBS’ investment advisors are those within UBS Financial Services and the Humbolt Area Foundation. Although CBBS has no formal investment risk policy, it maintains a low risk position.Investment Policy (Proposed)Adopted:Revised:ObjectiveThe objective of the investment policy of CBBS is to provide as high a total rate of return on investments as is consistent with prudent investment risk while providing adequate liquidity to meet the organization’s requirements.Currently, CBBS maintains an Educational Fund for scholarships with the Humboldt Area Foundation and the bulk of its reserves in UBS Financial Services (currently in excess of $238,000).Operating RevenueOperating revenues consist of the revenues generated from fees, dues, sales, , and educational events. The majority of this revenue is received during the year and is used to pay operating expenses throughout the year. As such this money should be invested to achieve the following objectives in the following prioritized order: ?Preservation of capital?Liquidity?Rate of returnLand, Building, and Equipment FundsCBBS has no land or building assets and one donated audio response system as equipment.Operating ReservesThe purpose of these funds is to provide funding that can be used for emergency needs, which can provide up to __ months of operating revenues and which will be able to provide current investment income to contribute to operating revenue reducing dependence on other sources of revenue. These monies should be invested with the following objectives in the following prioritized order: ?Longer-term capital appreciation?Prudent investment riskCurrently these amounts are held in Union Bank Money Market Account and transferred to the general checking account on an as-needed basis.Finance Committee Recommendations:For Operating RevenuesPolicy to be developedFor Long-Term Investment FundsPolicy to be developed, for example, In an aggressive performance scenario, funds should be diversified in different classes, __ percent equities; __ percent bonds and a maximum at any one time of __ percent in cash, with a 5- to 10-year time horizon to receive a return on investment objective of inflation plus __ percent.CBBS CommitteesCommittees – In GeneralArticle IX, Section 1, Committees, of the CBBS Bylaws establishes five (5) Standing Committees, namely, Audit, Executive, Bylaws, Finance, and Nominating. The President may appoint the members of all Ad Hoc Committees or Task Forces to further special interests of CBBS. The committee membership and the goals and objectives are subject to Board approval. The Board shall evaluate at the meeting held just prior to the Annual Meeting, in concert with the Chair of that committee, whether or not the goal has been met and whether or not the committee furthers the interest of CBBS, and take action necessary to continue or abolish the committee or task force. Any committee that involves planning for a regional or annual meeting educational session shall have at least one member who is a physician and one member who is also on the CME/CE Committee.The Board of Directors shall establish written descriptions of mission and purposes, rules and guidelines for all Ad Hoc committees and task forces.The President may recommend to the Board the creation of an Ad Hoc Committee to further special interests of CBBS. The committee membership, the goals and objectives are subject to Board approval. Current Ad Hoc Committees and Task Forces are:65th Anniversary Steering CommitteeAdministrativeClinical Laboratory ScientistsCommercial ExhibitsCME/Continuing EducationDonor ResourcesEmergency PreparednessMembershipNursing/ApheresisPublicationsQuality, Safety, and ComplianceScientificWebsite and e-Network ForumCommittee YearThe Committee year begins on August 1 and ends on July 31 of the succeeding year. This coincides with the terms of office for the Board of Directors.Term of OfficeExcept as otherwise noted, committee chairs are selected by the President-Elect to serve a one-year term of office. The CE Committee Chair serves for a two-year term. A second or third term may be encouraged for some committees, but is not a requirement.It is critical that committee chairs groom one or more committee members as candidates for future chairs. This not only provides the Chair with assistance, but also promotes continuity of committee programs.Selection of Committee MembersSelection of committee members is at the chairperson’s discretion. Recommended committee sizes are listed below. The Central Office provides names of members that have expressed interest in serving on a committee.To serve on a CBBS committee, a person must be an individual Member of the California Blood Bank Society as of March 1 of the current calendar year. The Central office can provide this information. Members should not serve on more than two committees at the same time.When selecting committee members, please consider geographic balance as well as balance of professional disciplines and representative mittee members are required to complete a CBBS Committee Self-Evaluation each spring, following the annual meeting.Submit a list of your committee members, including their mailing and email addresses, telephone and mobile phone, if available, to the Central Office no later than August 1 of each year.Board LiaisonA Board Liaison is assigned to each committee to offer direction, review committee correspondence, and represent the committee activities to the Board. A list of Board Liaison responsibilities elsewhere in this section.All interactions with the Board of Directors are channeled through the Board mittee Chairs must keep Board Liaisons informed of all activities.Written CorrespondenceThe Chairperson shall review all correspondence prior to dissemination with the Board Liaison and then send final copies to the President, Board Liaison, and the Central office.Solicitation of Financial SupportFinancial support from industry may be solicited only with interaction of the Board liaison. Where continuing education is involved, the Continuing Education Chair must be consulted so that any industry-supported educational event meets the criteria for CME/CE credits. All donations or other financial support is to be forward to the Central Office for Board approval and signature. Where a company is named as a supporter on signage, it is the policy of CBBS to have ultimate control of the content of the talk, not the supporter (CME/CE requirement).Member Announcements, Surveys, and Other Member MailingsAll surveys, announcements, or other member mailings must be reviewed by the Board prior to being distributed. Once approved, distribution should be coordinated through the Board Liaison and/or the Central Office. Committee ExpendituresThe Chair of each Committee shall present a statement of objectives and plans together with fiscal year budgetary requirements to the Board. Meetings shall be held at some place convenient to all the members or by conference call or email; expenses of the members attending the meeting shall be certified to the Central Office by the Chair. In the event that these do not fall within the guidelines of the budget approved by the Board, the matter shall be referred back to the Board for decision. Necessary fund request forms and vouchers shall be supplied to each Chair by the Central Office.Reports to the Board of DirectorsWritten reports of committee activities are to be submitted to the Board of Directors through the Board Liaison for review at three Board meetings each year.It is the Committee Chairperson’s responsibility to send a copy of the report to your Board Liaison, as well as to the Central Office.It is the Board Liaison’s responsibility to review the planning minutes and proposed program of other committees making presentations at the Annual Meeting to confirm that there are NOT two or more strong speakers slated to speak at the same time.Reports are due approximately fifteen (15) days in advance of the Board meetings. BudgetThe Finance Committee will prepare a tentative budget for each committee, based on previous years' expenses and activities in April. Revenue generated from the Annual Meeting is based on registration information and not actual attendance. The fee structure for members, non-members and first-time members is set by the Board of Directors. Keep in contact with the Central Office and Board Liaison to monitor registration. Board policy dictates that a regional seminar must have a minimum of ten (10) paid registrants for a regional seminar or the seminar will be cancelled.Budget proposals are due prior to the third Board meeting. CBBS Financial Goals is to keep a minimum of one year’s operating expenses in reserve as liquid assets in FIDC insured CDs or accounts. Status will be reviewed annually at the second meeting of the Board.The Board shall receive financial information sufficient to simplify the fulfillment of the above policy.The Central Office may generate and distribute, with one signature, checks for fulfilling board-approved contracts or budgeted items up to $1,500.00. Other invoices over $1,500.00 should be approved by the President or Treasurer.CBBS provides a $600 allowance towards the Presidential thank you to Chair and Board gifts.Checks from CBBS accounts must be cashed within ninety (90) days or the check will have to be reissuedCBBS decides which equipment purchases meet the criteria of being capital purchases. CBBBS has set that limit at $3,000.00The Board should consider whether an audit is necessary during the current year at the second Board meeting. A financial audit should be scheduled at least once every three (3) years.The annual budget is to be approved at the first Board meeting, if possible, and prior to the beginning of the fiscal year. Budgets approved before contracts for the next fiscal year are finalized may have variances that will be documented.The Central Office will email detailed reconciliation reports and bank statements to the treasurer, the president-elect, and the president when reconciliation is performed.Expenses and HonorariumAll expenses submitted for payment must be authorized by the Board of Directors as outlined in the "Honorarium and Expense Reimbursement Policy" and be documented by original receipts.Individual Members' expenses for CBBS business may be reimbursed as authorized by the Board. As used in this section, “business” is defined as a planning meeting to determine committee goals for the upcoming year, or a special meeting authorized by the Board of Directors. Expenses incurred by Individual Members in the performance of business at the Annual Meeting are not considered reimbursable expenses. All requests for reimbursements should be submitted, with original receipts, to the Central Office on an "Expense Reimbursement Form". In the case of committee members, their Committee Chairperson should approve this form before being sent to the Central Office.Nonmember speakers at the Annual meeting and/or educational seminars may submit an "Expense Reimbursement Form", with original receipts, for those expenses authorized by the Board. The Board of Directors meets in August/September, in January/February and in April/May. When planning requests for additional funds, please keep this in mind.Continuing Education CreditsThe CBBS Central Office, in conjunction with the Continuing Education Chair, handles all Continuing Education Credit paperwork and speaker correspondence regarding requirements for CE accreditation. Each committee is responsible for submitting the "Template for Regional Seminars and/or Template for Annual Meeting" form, to the Central Office complete with objectives and needs assessments. For regional seminars, additional requested documentation includes a "Speaker Information" form for each speaker. For the Annual Meeting, additional requested documentation includes "Speaker Information" form for each speaker. This information must be forwarded by the Central Office, complete with all documentation requested, to the Continuing Education Committee Chair for validation and assignment of CEU’s to be awarded. Failure to present this documentation in a timely manner could result in CEU’s being assigned incorrectly, and/or not receiving agency accreditation. Please contact the Central Office or the Continuing Education Committee Chair if you have any questions.Nursing CEU's can be offered for any seminar which meets State requirements prior to the seminar date. Clinical Laboratory Scientist CEU's can be offered for seminars meeting State requirements for medical/technical/clinical education. In addition to the documentation requested above, the following materials are necessary to qualify the seminar for CEU's and must be sent to the Central Office for permanent files.Planning meeting minutesPlanning minutes should reflect why a particular topic was selected, i.e. what need does the topic address, and how that need was assessed, e.g. requests from previous evaluations, professional opinion regarding what is new or changing, new regulatory requirements, review of common AABB citations, review of FDA letters of warning, etc. Please note that this is a very important part of the documentation for renewal of CE accreditationClearly stated, measurable, program and speaker objectives Planning MeetingsOnsite at the Annual Meeting, one planning meeting may be held by each committee. These meetings may be held as a breakfast or luncheon meeting at an Annual Meeting following the Annual Meeting at a specific location (coordinated by the Central Office), Additional meetings should be held on a conference call or webinar or other effective method.All committee members and the Board Liaison are expected to participate in the meeting, which should be scheduled by the Chairperson to occur by the beginning of July.Begin each meeting with a review of the CBBS "Conflict of Interest Policy" (see section IX).Each committee is expected to accomplish the following objectives at its planning meeting:Development of Regional Seminar program (if applicable). Refer to "Guidelines for Planning Regional Seminars" section.Development of Annual Meeting program (if applicable). Refer to "Annual Meeting Program Guidelines" section.Document the basis for selection of topics and speakersMake assignments for committee members to contact appropriate speakers.Develop timelines for contacting proposed speakers, and for contacting alternate speakers. Speakers should not be contacted until program is approved by the Board of Directors.Determine locations and dates for the meetings. Make every attempt to hold the meetings in a member’s facilities in order to reduce expenses. Be sure to fill out any paperwork required by the selected location.Review budget forms, and ensure that the expenses of the speakers will not exceed the budgeted expenses. Speakers may be asked if their institute will help with expenses.Review the budget, fee schedule (set by board and finance committee), the proposed program, and realistic expectations of attendance. Additional methods of income may be considered, such as grants or help from vendors.Assignment of responsibility for securing CBBS Today articles for next year’s Spring issue and next year’s Fall issue.After the meeting, the committee chairperson should promptly submit proposed program dates and content to the Central Office using forms listed. The Central Office will notify other committee chairs to promote sharing of speakers (where appropriate) and complementary programs, as well as to avoid topic duplication and date conflicts.All regional seminar dates must be coordinated through the Central Office before becoming finalized.PublicationsCBBS Today and Annual Meeting ProgramCBBS Today was suspended for a period of one year, ending in 2017. At that time, the Board of Directors will assess whether there is value in reinstating it. Refer to "Schedule of Activities" for deadlines.Most Committees are expected to contribute to CBBS TODAY. A "Call for Information" form is sent by the Publications Chairperson to the Committee Chairs. Each Chair is responsible for finding an author, and returning the completed form to the Publications Chair.It is suggested that both the fall and spring authors for CBBS TODAY be identified at the planning mittee Operations ManualEach committee chair is responsible for suggesting changes to the committee operations manual. Copies of programs, planning meeting minutes, committee list, any other meetings and all board reports are posted in the Committee section of the mittee Member GuidelinesCommittee members are expected to help the committee chair to accomplish their charge. The following is guidance for the expectations of the committee members.ResponsibilitiesMembers are chosen for their expertise in the specialized areas of the committee.All members are expected to participate in the committee planning meetings or business meetings are appropriate.The members will also suggest speakers, and act as contacts for speakers.The members will assist in the preparations for the execution of the Regional Seminars or Annual Meeting as applicable to their committee.Members may be called upon to write an article for CBBS Today.Members may be required to sign a disclosure form.Regional Seminar Committee MembersAct as site coordinators- to assist on the day of seminar withRegistrationRecords of attendance for CEUsFood and Beverage arrangementsModerate the programMay be contacted to assist with the Annual ProgramAnnual Meeting MembersAct as ModeratorsSign a disclosure form and return it to the Central Office in a timely manner.Assist as needed with CEUsAssist with panel discussions – as neededProvide speaker assistance – as neededCommittee Chair Guide – Responsibilities at a GlanceFamiliarize yourself with the Policies and Procedures Manual, particularly those sections dealing with Committees, Continuing Education, and Events (Annual Meeting, Regional Seminars).Consult with your predecessors and read committee reports.Choose your committeeFollow established guidelines for recommended number of committee membersCommittee chairs and members MUST be members in good standing of CBBSPrior experience on a committee is not required – remember, fresh ideas keep CBBS alive!Advise committee members they may be required to sign a disclosure form if they are involved in planning or moderating at the Annual Meeting (this is a CME requirement)While the President-Elect selects committee chairs, do identify and mentor your successor. You can be of great assistance to the President in recommending successor committee chairs.Work with someone you have identified and who has indicated his or her interest in assuming the chair role when your term is completed.Be sure to communicate your recommendations to your Board liaisonWhenever possible, a change in the chair positions should occur every one to three years, unless otherwise mandated.Alternate regional chairs (North and South) whenever possible.DO NOT promise the chair position to the person you have identified as your possible successorFinal chair appointments are made by the President-ElectCBBS Today articles (please note, CBBS Today has been suspended until 2017, when the Board will reevaluate whether to begin publishing it again. Until then, these responsibilities are not in effect). Selected committees submit two articles each calendar yearThe first article is due by the beginning of January for spring publicationThe second article is due by the beginning of July for fall publicationSchedule your planning meetingHold your first committee meeting by the beginning of July in preparation for meeting with the Board (Board/Committee plans for Annual Meeting).Meetings may be held electronically. If meetings are to be face-to-face, utilize a centrally-located destination for easy access and low travel costs.Use the Central office to set up the meeting for youFace-to-face meetings must be budgeted and approvedIf meetings are to be by conference call, contact the Central Office to set up the call for you. Transcribe minutes from your committee meetings and send them to the Central Office.For committees involved with Annual Meeting sessions, minutes are mandated by CE provider rules.Coordinate with your Board liaison and arrange for this individual to be part of your planning meetings, if at all possible. Prepare your Board ReportsThree board reports are due each yearThe fall board meeting, where you present your planning minutes, including fall regional seminar programs for board approval, and annual meeting preliminary programs The winter board meeting, where you recap seminar activity, if any, present final Annual Meeting program for board approval, outline future needs and directions of the committee, and report on any unfinished business from prior submissions to the BoardThe Annual Meeting, where you orally present your committee’s program to date for the year.Remember, this is your opportunity to communicate your committee’s progress, needs, and wants to the full board. Be sure to utilize it!Communicate your needsUse your Board Liaison – this individual is your direct link to the Board of DirectorsUse the Central Office, who can assist committees with their needsDo not hesitate to call on the Central Office forThings you needProblems you may haveInformation you are seekingRemember, the Board Liaison and Central Office are only as effective as you allow – communication is key to making this work!Summarize your yearSubmit a summary report of your year’s activities to the Central Office prior to the annual meeting. This will become a permanent part of the Committee operations archive.Responsibilities of the Board LiaisonBoard members, who have “liaison” responsibilities for the committees responsible for educational programs, are to work with the chairs to be able to attend the planning meetings, either in person or on the telephone. The Board members should also work with the chairs and the committee members to ensure that the programs are within budget guidelines.Board members must support their other committee chairs as liaison. Depending on the committee, the board member should be in contact with the chair at least once prior to each fall and winter board meeting and not just wait for the committee chair to contact them.When the committee program is to be presented at the Annual Meeting, the liaison must review the planning minutes for the entire Annual Meeting Program, to ensure that two (or more) strong speakers are NOT scheduled at the same time.Rarely would a board member be removed from office for not performing as outlined above, however nominating committees should carefully look at the record of board members being considered for their second term. A board member who is deficient in meeting CBBS’ minimum standard of active participation should probably not be re-nominated. This is of course a guideline and extenuating circumstances would be a part of the decision making process.Responsibilities of the Central OfficeThe primary function of the Central Office is to manage the day-to-day operations of CBBS. Those duties include assisting the Board of Directors and the committee chairs. For Committee Chair, this means the Central Office will assist you with the following:Update the Policies and Procedures manual in a timely manner prior to the Annual Meeting, and have it posted on the website for incoming committee chairsAssist in writing and mailing of letters to committee members, if neededSend faxes to committee members, if neededAssist in securing a site for planning meeting, if neededPrompt you for board reports in a timely mannerSend Thank You notes to authors of CBBS Today articles.Prompt you for planning meeting minutes in a timely manner, to include full seminar and/or annual meeting informationReimburse expenses incurred by committee members and chair for planning meetingForward to the continuing education chair the seminar and/or annual meeting session your committee has planned for ultimate approvalSend letters to speakers, outlining items needed by the Central Office for record-keeping purposes, as well as confirming their talk, the time, the dateWork with you for seminar brochureMail and/or email seminar flyers and/or announcements eight weeks prior to seminar date Prepare all documentation needed to host a seminar, including but not limited to:Sign-in sheets for CLSs, RNs, MDs and non-CEU attendeesPresentation of disclosuresEvaluation formsOnsite registration formsName badgesCertificate of Attendance documents for registered attendeesCopy of speaker CV’s for moderator, if requestedPromotional material for CBBSPay honorarium and expenses for seminars and annual meeting to speakers - sent with a thank-you letter from CBBSMail completed Continuing Education certificate to attendees who have met the requirements. Prepare the Summary of Evaluations from the Seminar evaluation forms. File documentation required for CEUs.Receive submitted Institutional Membership applications and present to Board for approval.perform other duties as requested by the ChairAd Hoc Committees and Task Forces Unless otherwise mandated, the President may recommend to the Board the creation of an Ad Hoc Committee or Task Force to further special interests of CBBS. The committee/task force membership and the goals and objectives are subject to Board approval. The Board shall evaluate at the meeting held just prior to the Annual Meeting, in concert with the Chair of that committee, whether or not the goal has been met and whether or not the committee furthers the interest of CBBS, and take action necessary to continue or abolish the committee or task force. Any committee that involves planning for a regional or annual meeting educational session shall have at least one member who is a physician and one member who is also on the CME/CE committee.ADMINISTRATIVE COMMITTEE (Ad Hoc Committee)Committee ChargeThe Administrative Committee provides educational programs and/or support to the membership in conjunction with other committees. It participates in and supports the distribution of announcements for Seminars broadly to pertinent audiences such as hospitals and blood centers, HLA Laboratories and Bone Marrow Transplant departments. Recommended Committee Size/Composition of CommitteeFive to seven members, including the Chair or Co-Chairs. Any committee that involves planning for a regional or annual meeting educational session shall have at least one member who is a physician and one member who is also on the CME/CE Committee.Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. AUDIT COMMITTEE (Standing Committee)Committee ChargeThe Audit Committee’s primary purpose is to assist in the recommendation and selection of an auditor, in addition to other duties as directed by the Board of Directors. Recommended Committee Size/Composition of CommitteeTo be determinedSelection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. Committee Chair GuidelinesTo be developedAWARDS COMMITTEE (Ad Hoc Committee)Committee ChargeThe Awards Committee shall:Select individuals to nominate for the following awards prior to the winter board meeting. In the event the committee cannot identify a qualified individual, it may decline to nominate.Owen F. Thomas, MD AwardUpton-Hemphill AwardThe committee submits it recommendations to the Board of Directors for approval.Upon approval of the Board, the President notifies the individual in writing of his or her nomination for the award.From time-to-time, the Board of Directors may request that the Awards Committee recommend nominees for other awards the Board of Directors deems appropriate. Recommended Committee Size/Composition of CommitteeThe Awards Committee shall be a continuing committee of three Individual Members with three-year staggered terms. In 1981, the appointees drew lots for terms of one, two and three years. Each ensuing year, the President shall appoint one new member for a term of three years. The chair of the Awards Committee shall be the member who is in the last year of his/her term.Rules of ProcedureThe Awards Committee is directed that:Nominees must be active or formerly active Individual Members of CBBS.The awards do not necessarily have to be awarded every year.Under usual circumstances, two or more members meriting the Owen F. Thomas MD Award for the same or similar contribution may be named. Under usual circumstances there should be only one recipient in any given year.No more than one recipient should be selected for the Upton-Hemphill Award in any one year.Input from other CBBS members should be solicited and seriously considered by the Awards Committee.Selection should be made carefully to maintain the high standard of the award.Acceptance of one award does not qualify any member for a different award in future years.The Owen F. Thomas MD Award shall be awarded to a member or past member for some especially outstanding educational, medical, scientific, or technical contribution or contributions to CBBS.The Upton-Hemphill Award shall be awarded to a member or past member for outstanding administrative contributions to CBBS.A framed citation stating the reasons for granting the Award shall be presented along with the Owen F. Thomas, MD Award and the Upton-Hemphill Award to each recipient.The recipients of each of the Awards shall be given an appropriate ribbon designating such at each ensuing Annual Meeting.Recipients of the Honorary Life Memberships shall continue to be considered active individual Members with the right to vote and hold office but with relief from dues and Annual Meeting registration fees.BYLAWS COMMITTEE (Standing Committee)Committee ChargeThe Bylaws Committee shall review the Bylaws annually for possible changes; hear suggestions of Members regarding the Bylaws and possible changes; be aware of the actions of the corporation, the Board of Directors, or any of the members for any violation of the Bylaws and point out such violations; report suggestions regarding Bylaws to the Board for possible submission to the Membership. The Bylaws Committee is also responsible for annual review of the Policies and Procedures Manual. Recommended Committee Size/Composition of CommitteeThe Bylaws Committee shall consist of 2-4 members, including the Chair.Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. CLINICAL LABORATORY SCIENTISTS (CLS) COMMITTEE (Ad Hoc Committee)Committee ChargeThe Clinical Laboratory Scientists (CLS) Committee provides educational programs and/or support to the membership in conjunction with other committees. It participates in and supports the distribution of announcements for Seminars broadly to pertinent audiences such as hospitals and blood centers, HLA Laboratories and Bone Marrow Transplant departments. Recommended Committee Size/Composition of CommitteeThe Clinical Laboratory Scientists Committee shall consist of 5-7 members, including the Chair. Any committee that involves planning for a regional or annual meeting educational session shall have at least one member who is a physician and one member who is also on the CME/CE Committee.Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. CME/CONTINUING EDUCATION COMMITTEE (Ad Hoc Committee)Committee ChargeThe CME/CE Committee shall include at least one member from each planning committee.Recommended Committee Size/Composition of CommitteeThe CME/Continuing Education Committee shall consist of 5-7 members, including the Chair. Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. COMMERCIAL EXHIBITS COMMITTEE (Ad Hoc Committee)Committee ChargeThe Commercial Exhibits Committee shall solicit participation at the Annual Meeting of firms supplying materials and equipment used in blood banking; oversee the area of display for adequacy of space requirements and such additional services as the displayers may require; make every possible effort to provide a happy atmosphere for the exhibitors, express appreciation to the firms during and after the meeting.Recommended Committee Size/Composition of CommitteeThe Commercial Exhibits Committee shall consist of 2-4 members, including the Chair. Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. DONOR RESOURCES (Ad Hoc Committee)Committee ChargeThe Donor Resources Committee provides educational programs and/or support to the membership in conjunction with other committees. It participates in and supports the distribution of announcements for Seminars broadly to pertinent audiences such as hospitals and blood centers, HLA Laboratories and Bone Marrow Transplant departments. Any committee that involves planning for a regional or annual meeting educational session shall have at least one member who is a physician and one member who is also on the CME/CE Committee.Recommended Committee Size/Composition of CommitteeThe Donor Resources Committee shall consist of 5-7 members, including the Chair. Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. e-NETWORK FORUM COMMITTEE (Ad Hoc Committee)Committee ChargeThe e-Network Committee shall support applicable internet and e-network technologies to support the interests and education of the membership.Recommended Committee Size/Composition of CommitteeThe e-Network Forum Committee shall consist of 5-7 members, including the Chair.Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. Please consult the ENF Forum Moderator’s Guide and the e-Network Forum Submission Instructions for details on operating and maintaining the e-Network Forum.EMERGENCY PREPAREDNESS COMMITTEE (Ad Hoc Committee)Committee ChargeThe Emergency Preparedness Committee shall plan and coordinate activities of CBBS Organization Members in the event of a local, regional, or national blood emergency; act in cooperation with the California Emergency Medical Services Authority in the event of any such emergency; hold periodic exercises to test their communication response system. Recommended Committee Size/Composition of CommitteeThe Emergency Preparedness Committee shall consist of 5-7 members, including the Chair. Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. EXECUTIVE COMMITTEE (Standing Committee)Committee ChargeThe Executive Committee is a subcommittee of, and accountable to, the Board of Directors. Between meetings of the Board of Directors, the day-to-day affairs of CBBS may be conducted by the Executive Committee, the composition of which shall be the President, the President-Elect, the Secretary, the Treasurer, and the Immediate Past President. The Executive Committee shall not have the authority to amend or repeal the Bylaws, elect or remove an officer or director, adopt a plan of merger, or authorize the voluntary dissolution of the Society. All actions of the Executive Committee shall be reported in writing to, and subject to ratification by, the Board of Directors.Recommended Committee Size/Composition of CommitteeMandated by Bylaws, Article IX, Section 1, Committees.Selection of Committee ChairMandated by Bylaws, Article IX, Section 1, Committees.FINANCE COMMITTEE (Standing Committee)Committee ChargeThe Finance Committee shall review the financial actions of CBBS; present a budget for the next fiscal year; recommend dues and fees; advise the Board regarding the safe keeping of accumulated funds; warn the Board of any discrepancies, violations, or untoward action in the use of CBBS funds; provide a format for committee budget requests and a voucher for submission of requests for payment. The Treasurer shall chair the Finance Committee. The President-Elect shall be a member of the committee and shall appoint one additional individual member from the membership. Recommended Committee Size/Composition of CommitteeThe Finance Committee shall consist of 2-4 members, including the Chair. Selection of Committee ChairThe Chair of the Finance Committee shall be the Treasurer.MEMBERSHIP COMMITTEE (Ad Hoc Committee)Committee ChargeThe Membership Committee shall actively campaign for new members and for retention of present members; send information to potential new members regarding the advantages and the obligations of membership; receive and review applications for Institutional Membership; refer appropriate applications to the Board of Directors for action. All Membership applications are sent to the Central Office for enrollment in the records, for notification of acceptance and for billing purposes. Recommended Committee Size/Composition of CommitteeThe Membership Committee shall consist of 2-4 members, including the Chair.Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. NOMINATING COMMITTEE (Standing Committee)Committee ChargeThe Nominating Committee shall perform the duties assigned in Article VII, Nominations and Elections. Recommended Committee Size/Composition of CommitteePer the CBBS Bylaws, the Nominating Committee shall be composed of the three most immediate past Presidents and one of the most recently retired Directors, to be selected by the Board. The immediate Past President shall be the Chair.Selection of Committee ChairMandated by Bylaws, Article VII, Nominations and mittee Chair GuidelinesEach approved nominee shall be so notified by the Nominating Committee that his/her name shall be presented for election at the Annual Meeting; that his/her reasonable expenses shall be paid to attend meetings of the Board; that he/she must attend the first meeting of the Board immediately following the Annual Meeting; and that he/she must acknowledge these requirements.Each year the president will develop a letter to include with dues statements for award winners prior to 2008 who do not regularly pay membership dues so they have an opportunity to send a contribution (in the form of membership dues or an educational fund contribution). This letter will be sent with the regular invoice.Membership applications received after August 1 will be to the current and following year.Lists of individuals expressing interest in serving on committees will be sent to new chairs on a periodic basis.NURSING/APHERESIS COMMITTEE (Ad Hoc Committee)Committee ChargeThe Nursing/Apheresis Committee provides educational programs and/or support to the membership in conjunction with other committees. It participates in and supports the distribution of announcements for Seminars broadly to pertinent audiences such as hospitals and blood centers, HLA Laboratories and Bone Marrow Transplant departments. Any committee that involves planning for a regional or annual meeting educational session shall have at least one member who is a physician and one member who is also on the CME/CE Committee.Recommended Committee SizeRecommended Committee Size/Composition of CommitteeThe Nursing/Apheresis Committee shall consist of 5-7 members, including the Chair.Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. PUBLICATIONS COMMITTEE (Ad Hoc Committee) THIS COMMITTEE IS CURRENTLY SUSPENDED TO mittee ChargeThis committee, in conjunction with the Central Office shall publish a journal at least twice yearly, which contains information, including a message from the President. relevant information about the business of CBBS, educational articles of interest to the membership, meeting highlights, including attendance figures, parts of the program, newsworthy talks, general get-togethers and social affairs, and Committee appointments and members of the Board.Recommended Committee Size/Composition of CommitteeThe Publications Committee shall consist of 3-4 members, including the Chair.Selection of Committee ChairThe Chair of the committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair for recommendations regarding future Committee Chairs. QUALITY, SAFETY, AND COMPLIANCE (QSC) COMMITTEE (Ad Hoc Committee)Committee ChargeThe Quality, Safety, and Compliance (QSC) Committee provides educational programs and/or support to the membership in conjunction with other committees. It participates in and supports the distribution of announcements for Seminars broadly to pertinent audiences such as hospitals and blood centers, HLA Laboratories and Bone Marrow Transplant departments. Any committee that involves planning for a regional or annual meeting educational session shall have at least one member who is a physician and one member who is also on the CME/CE Committee.Recommended Committee Size/Composition of Committee.The Quality, Safety, and Compliance Committee shall consist of 5-7 members, including the Chair.Selection of Committee ChairThe Chair of the Quality, Safety, and Compliance Committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair prior to the third regular meeting of the Board for recommendations regarding future Committee Chairs.SCIENTIFIC COMMITTEE (Ad Hoc Committee)Committee ChargeThe Scientific Committee shall: Provide educational programs and/or support to the membership in conjunction with other committees.Select a speaker and topic two years in advance for the Suzanne Ledin Memorial Lecture and the Herbert Perkins-George Garratty Memorial Lectureship at the annual meeting and submit nomination to the board for approval at the fall board meeting.Any committee that involves planning for a regional or annual meeting educational session shall have at least one member who is a physician and one member who is also on the CME/CE Committee.Recommended Committee Size/Composition of CommitteeThe Scientific Committee shall consist of 10-12 members, including the Chair (or Co-Chairs).Selection of Committee ChairThe Chair (Co-chairs) of the Scientific Committee shall be appointed by the President during his/her term as President-Elect. The President-Elect should consult the current Committee Chair prior to the third regular meeting of the Board for recommendations regarding future Committee municationsIn General – Policies and Procedures to be developedMedia Relations – Policies and Procedures to be developedCrisis Communications – Policies and Procedures to be developedElectronic Media – Policies and Procedures to be developedWebsite – Policies and Procedures to be developedEmail – Policies and Procedures to be developedSocial Media – Policies and Procedures to be developedUse of Logo Guidelines – Policies and Procedures to be developedCBBS Standard Operating Procedure – Continuing Education AccreditationCE Mission StatementThe Continuing Education mission of CBBS is the education of its members and other persons involved in the procurement, processing, distribution and administration of human blood, its components, derivatives, and related tissue, so that the public may best be served. Our goal is to promote blood procurement, transfusion safety, and good transfusion medicine practice through objective, high quality continuing education activities that are responsive to the needs of the membership and the transfusion medicine community.ScopeCBBS bylaws define the education philosophy and directives of the organization. CBBS planning committees, controlled directly by the CBBS Board of Directors, identify the educational needs of the membership, develop measurable learning objectives, coordinate program planning, select appropriate teaching methods, and evaluate program effectiveness. The CBBS Continuing Education Committee collaborates with planning committees to ensure that CME/CEU accreditation requirements are met.AudienceActivities are targeted to physicians, Clinical Laboratory Scientists, nurses, and healthcare professionals in transfusion medicine and related fields. ActivitiesCurrent transfusion medicine knowledge, techniques, experience, and data are shared at CBBS Annual Meetings and at regional seminars through didactic sessions, panel and small group discussions, and question/answer sessions. Self-directed learning and access to expert opinion are available through the semi-annual publication CBBS Today and the informational website .ResponsibilitiesPresidentActs as Chief Executive Officer with the general power and duties of management usually vested in the office of President of a corporation.Has (subject to the control of the Board of Directors) general supervision, direction and control over the CBBS business and officers.Nominates Committee Chairs based on their experience and ability to carry out committee directives and charges.Provides committees with a written charge of responsibilities.Board of DirectorsProvide the management and resources to effectively fulfill CBBS's continuing education mission.Approve Committee Chair nominees and serve as committee liaisons .Review committee programs and requests at Board of Directors meetings and offer direction as needed.Assess the extent to which CBBS achieves its educational mission.Program Committee ChairsResponsible for carrying out committee directives .Select committee members for their expertise and ability to plan quality education programs.Coordinate and implement program plans with the help of committee members and the Central Office.Ensure that CE requirements are met and that appropriate documentation is sent to the Central Office for filing.Program CommitteesPlan programs as directed.Assess the education needs of their constituency.Select appropriate program objectives, topics and speakers.Determine appropriate teaching methods and/or program format.Assist Committee Chair with program implementation and evaluation.CME/Continuing Education CommitteeKeeps abreast of CE accreditation regulations and advises the Board and planning committees accordingly.Reviews programs to confirm that CE regulations are followed, that content is appropriate for the target audience, and that an appropriate number of CEUs are offered, then indicates approval of program via return email.Reworks submitted objectives to make them compliant with requirementsResponsible for CE accrediting agency applications, surveys and inspections.Audits program documentation files in the Central Office for completeness.Central OfficeProvides management support: assists committees with program brochures, mailers, registration materials, handouts and evaluations.Maintains committee and program CE files.Maintains list of program attendees and forwards these lists to CE agencies as requested.Directs communications from CE agencies to the CE Committee or the Board as appropriate.Assists the CE Committee with agency applications, surveys and inspections.Essential Requirements for All CE-Approved ProgramsEducational NeedsMust be assessed and this process must be documented in planning meeting minutes.Document the process and sources used to identify CE needs.Include sources beyond one's own perception of need including participant surveys, literature searches, consensus of experts, etc.State the overall needs identified by the above process and why the final program topic was selected.Refer to Section VII of this document for guidance in writing needs assessments and objectives.ObjectivesPrograms must have clearly stated education objectives:Define what the participant will be able to do as a result of the program.Describe the content and/or expected learning outcomes using measurable behavior in terms of knowledge, skills and/or attitudes.Make the objectives known to prospective participants in the advertising brochure and conference materials.Subject MatterMust be relevant to the target audience, as required by the accrediting agencies listed aboveIdentify the audience for whom the activity is designed.List any special background requirements that prospective participants may need, if appropriate.Instructors/SpeakersMust be competent in subject matter by education, training, or experience. A current CV must be on file for all speakers.Speakers and Commercial SupportersAll must sign ' Conflict of Interest/Disclosure Forms." Commercial support is allowed provided the following conditions are met:CBBS shall control the planning, content, and execution of the program and make sure it is free of commercial bias.The Board liaison must be aware of the commercial support and/or conflict of interest and approve the relationship.Potential or actual conflicts of interest must be disclosed to the audience in program materials, such as brochures, handouts, posters, and also in post-meeting mercial promotional materials should not be displayed or distributed in the same room immediately before, during or immediately after an educational activity, nor should commercial representatives engage in sales activities in the program room.Program advertising may not appear on the same page as continuing education content.Refer to ACCME Standards for Commercial Support of Continuing Medical Education for detailed information.Teaching MethodsMust be consistent with the objectives of the program.Design and implement activities responsive to the knowledge level, experience and preferred learning style of the prospective participants.Make the content and methods known to prospective participants.Program TimeOnly actual learning or instruction time can be counted for CE contact hours.Time allotted for registration, evaluation, breaks or meals does not apply.Plan program times so that the CME/CEU# is a whole number or half (i.e. 6.0 or 6.5, not 6.35)To Calculate CME hours: Total 'learning' time / 60 minutesContact HoursParticipants must sign in at the beginning of the program and turn in a completed evaluation form at the end of the program in order to receive full CE contact hours and certificate.Participant's signature on the evaluation form certifies eligibility for all of the credits claimed.CertificateParticipants will be given a ' Certificate of Continuing Education" after completion of the program which specifies the provider and the number of CE contact hours or CME Category I credit.These certificates must be signed by an authorized delegate of CBBS:Central Office Manager,A designated committee member,A member of the Continuing Education Committee,The CBBS Board President.The name and license number of the individual attending will be typed in as part of the certificate. If no license number, use the last four digits of the individual’s social security number (not the entire number).EvaluationCommittees shall evaluate the effectiveness of their programs, summarize this information for Board review and use ii when planning future programs.Evaluations should include the extent to which educational objectives were met, the quality of the program or learning process, and participant perception of effectiveness (see "Evaluation" and "Evaluation Summary'').Use evaluation methods appropriate and consistent with the educational activity.These may be tests based on program objectives or surveys of participant plaintsParticipant complaints or negative comments may be directed to program organizers, the Central Office, or documented on program evaluation forms. A Complaint Policy & Procedure is in place for members to log a formal complaint which will then be addressed by the committee chairperson and the Board of Directors, as appropriate. A written response will be sent to the complainant.Program RecordsAl l program records, including any formal complaints, must be maintained at least six (6) calendar years in the Central Office.The Central Office annually will summarize for the CE Committee its recordkeeping practices, including storage facilities and data back-up, to ensure propermaintenance and storage of critical program documents.The CE Committee will perform an annual survey of maintained records by requesting from the Central Office a paper or electronic copy of a minimum of three records from CBBS program files. The CE Committee will determine the records to be mittee Guidelines for CE ApprovalPrior to Planning the MeetingReview the following:Committee Operations Manual sections on conflict of interest/disclosure policies, general committee guidelines, seminar and Annual Meeting guidelines, the SOP on continuing education accreditation, and forms.Past program and participant evaluations and suggestions.Colleague suggestions for topics and speakers.Planning the MeetingThe following should be documented in the planning meeting minutes:Planning meeting date, location, attendees, and agenda items.A "needs-assessment statement" indicating how education needs was evaluated and how the proposed program meets these needs. (Refer to this document for guidance in writing needs assessments and objectives.)Program details including date. location, title and subject matter, proposed speakers, target audience, schedule, expected instructional format or teaching methods, primary education objective(s) for the program in clear, measurable terms, the method for program evaluation, and the number of CE contact hours to be offered.Recommended GuidelinesSee "Essential Requirements for All CE Approved Programs.'Use the CBBS standardized brochure, evaluation form and CE certificates.Keep program within the predetermined time schedule when planning programs for the Annual Meeting.Arrange sufficient time, space, and door monitors to accommodate participant sign-in at the start of the program.Emphasize the importance of turning in a completed evaluation form at the end of the program.Work closely with the Central Office or CE Committee to ensure that program documentation is complete.SAMS CreditDevelop Policies and Procedures for SAMS creditInclude timelinesDevelop marketing plan for SAMS creditDocumentation To Be Filed At The Central OfficeCommittee FilesList of committee membersCommittee reports to the BoardMinutes from all planning meetingsProgram filesProgram FilesAdvertising brochure with registration form - specify title, date, location, content (subjects/speakers), target audience, education objective(s), teaching method(s), CE credits offered with provider wordingFaculty Curricula VitaesSigned Conflict of Interest/Disclosure FormsAll hand-out materials providedSign-in/attendance listsCompleted evaluations and an evaluation summaryCopy of the Certificate of Continuing EducationComplaints as applicableResource MaterialsCBBS Registration FormCBBS Sign-In/Attendance ListCBBS Evaluation FormCBBS CE CertificateReferences (needs to be checked for most current versions)IMQ/CMA CME Accreditation Standards: A Guide to Continuing Medical Education in California, July 2005 IssueACCME Essentials, Guidelines, and Standards for Accreditation of Sponsors of Continuing Medical Education (includes the Standards for commercial support of continuing medical education)California Board of Registered Nurses CE Documents, Department of Consumer AffairsCalifornia Laboratory Field Services CE Documents: California Code of Regulations, Title 17, Chapter 2, Subchapter 1, Group 2, Article 2.5, Section 1038-1038.7California Laboratory Field Services Document: Attachment Ill - Scope of Clinical Laboratory ScienceHow to Write Clearly Stated, Measurable ObjectivesObjectives (or competencies) are statements that describe what the participant should be able to do at the end of the presentation, seminar or workshop. Objectives are written using action verbs that identify specific measurable and observable behaviors. They help to form a framework for the program, organize the presentation, and give participants an indication of what they will gain from attending. Objectives should be written in the following format:At the completion of the workshop, the participant will be able to (for example):Describe the principle of flow cytometry.Develop a protocol for testing cardiac markersIdentify factors that contribute to transfusion errors.Analyze quality control data in the microbiology laboratoryList the causes of microcytosisThe following are examples of verbs that are acceptable when writing objectives:Analyze, apply, calculate, choose, classify, compare, complete, compose, conclude, construct, contrast, correlate, create, define, describe, determine, develop, discriminate, discuss, distinguish, evaluate, explain, formulate, identify, interpret, list, modify, organize, outline, plan, prepare, recite, record, recognize, relate, resolve, select, separate, solve, state, summarize, synthesize, use, write.The following phrases and verbs are not measurable or observable and should not be used when writingobjectives.Learn, know, understand, gain knowledge, become familiar with, acquire understanding, demonstrate knowledge, have an increased ability, increase skills, be aware of, appreciate.What exactly are clear, measurable instructional objectives? Before we talk abo t what objectives are, let us first talk about what objectives are not. Objectives are not course descriptions, course contents, or educational goals. Objectives are not good intentions about what the continuing education course hopes to accomplish. Objectives are not word of mouth aims for the course. Objectives are definitely not merely proposals to offer continuing educational programs.Qualities of Measurable ObjectivesSo, what then are clearly stated and measurable educational objectives? Good objectives should:Be obtainable,Cover only one issue or learning aim, Be written,Express results to be attained in quantity, quality, time or cost,Be directly related to the program,Be as short, clear, concise and understandable as possible,Be positive statement of what is to be learned,Be realistic; resources must be available to accomplish the objectives.An objective, according to Robert F. Mager, (Preparing Instructional Objectives, 2"" Ed., 1974, FearonPublishers, Belmont, CA) is a description of a performance you want the learner to be able to exhibit before you consider the instruction to be complete. To be useful, an objective must be clearly stated to succeed in communicating an instructional intent to the learner. To evaluate the effectiveness of communicating the objective to the learner, it must be ponents of Educational ObjectivesAccording to Mager's definition, objectives should specify in measurable terms a future condition that is the desired result of the educational program. Objectives should be understandable, measurable, achievable, and feasible. Program objectives must be clearly stated and include at least three components. The first component is performance: an acceptable outcome level (amount of change that is expected). Performance provides the primary direction of what the learner is desired to learn. There should only be one performance per objective.The second component is a quantitative indication of effectiveness (the achievement of results or benefits). The criteria are associated with a verb or verb form to show action has occurred. The criteria define the time, accuracy, and precision desired.The third component is condition: the target group, the circumstances under which the objectives will be performed.Clearly Stated ObjectivesTo avoid vagueness and include the three components of an instructional objective review your own objectives to see if they include each of the following:To (action verb)Specify result (performance)ConditionsCriteriaInitiates the performanceWhat is to be performedSituations under which performance will be assessedHow good performance has to be to meet objectiveYou can observe and evaluate these actions:MaintainReduceIncreaseIdentifyListDefinePrepareDiscriminate betweenWriteSortAction verbs can include such words asCompareDemonstrateMarkNameStateUnderlineProduceLabelDifferentiate.These verb forms are non-observable, non-measurable phrases:To understandTo appreciateTo grasp the significance ofAvoid verb forms such as:To really understandTo fully appreciateHow does one measure “really understand" or “appreciate" a desired performance? You may wish this to be the overall goal, but cannot measure it because criteria or conditions do not lend themselves to such subjective phrases.Using Educational Performances ObjectivesLet us now critique examples of poorly written and clearly stated, measurable objectives.Poorly written ObjectiveUnderstand circuit design diagrams of transistor amplifiers and learn how circuit design errors affect performance.How do you measure understand and learn? What is the performance expected? What is the criteria of the educational objective?Clearly stated, measurable objective:Identify and mark circuit design errors on circuit diagrams of transistor amplifiers, including missing or extra components, or wrong connections, with 90% accuracy.Performance is to identify and mark the design errors on circuit diagrams. Criteria is set at 90% accuracy. The conditions under which the performance occurs will be missing and extra components or wrong connections.Poorly written Objective Describe how genetic alterations indicate cancer, and discuss the potential and implication of molecular testing for cancer.This "objective" is really two objectives in one. Remember to be a clearly written objective; there should be only one learning aim per objective. Also, this objective does not state the conditions with which this performance should occur, nor does it state the criteria for acceptable performance. This objective was from a home study CE course.Clearly stated, measurable objectiveSelect (in writing) one potential implication of molecular techniques to identify tumor causing genes, given a multiple choice of four possible answers.The previous multiple objectives was decreased to a single objective. Since this was a home study course, the objective must take into consideration how it will be evaluated. In this case the selection criteria is a multiple choice exam.In conclusion, here is a simple checklist to use when you are creating course objectives:Is your main intention for the instruction stated?If the main intention is not obvious is an indicator performance stated?Is the indicator behavior simple and direct?Have you described what the leaner will have, or not have, when performing the objective?Have you determined how well the learner must perform to be acceptable performance?If you consider all of these points when you draft your objectives, you will be certain to have clearly stated, measurable objectives. Do not worry so much about form what is important is that you communicate your instructional intentions. Simply say what you want your learners to do, under what conditions they will be doing it with, and how well they will have to do it. That is all there is to it.Now that you have clearly stated, measurable objectives, you can have confidence that your program will be effective.(Adapted from letter distributed by Dona M. Lynch, Examiner, Office of Continuing Education, Laboratory Field Services. 1995).How to Perform a Needs AssessmentA "Needs Assessment" encompasses two processes. The first is topic selection based on need; the second is a "gap analysis" of the topics selected to ensure the planned program will meet educational ic Selection ProcessTopics should be selected because they are NEEDED, not because something must be planned and the topics sound good or a speaker is available. You must ask the questions: "Is the topic needed? WHY? HOW do we know this?" The committee can look to many sources to assess topic need. Maybe it has been identified by local, state, or national experts. Maybe previous attendees have realized they need more education in a particular area (this is why reviewing previous evaluations is so important!). Perhaps practice standards or regulations have recently changed - or literature or the media have documented a need. Maybe national associations are trying to improve knowledge in the area or maybe it's been a "hot topic" of interest and discussion on the web. Below is a list of possible sources that can be used to determine topic need. The planning committee must document the source(s) of identified need and briefly describe how the need was known on the Template for Annual/Regional Meetings. Be as specific as you can. Don't just say "expert defined", identify the name of your expert or the publication source. Describe the change in regulation or practice, or record any supportive data you have. Document all this as you select your program topics so critical information is not forgotten.Expert defined I Presumed Need - Perceptions and opinions of planning committee members andexperts. What do WE think the participants need?Planning CommitteeProgram facultyExpert panelsPeer-reviewed literatureResearch findingsRequired by some medical authorityRequired by government authority/regulation/lawParticipant Defined | Expressed Need - Identified by evaluation forms, constituent surveys, focusgroups. What do THEY think they need?Evaluation formsFocus groupsSurveysOther requests from MDs/CLSs/RNs/clientsRequests from affiliated institutions or groupsObserved needs I Demonstrated Need - Based on statistics, performance improvement data,literature, national association studies. What do we KNOW they need?Hospital/Lab QA analysesOther clinical or technical observationsMortality/morbidity dataEpidemiological dataNational guidelines (NIH, JCAHO, FDA)Specialty society guidelines (AABB)Database analysis or trendsEnvironmental ScanningCBBS e-Network ForumAABB SmartBriefsEvidence of offerings from other CE providersLay pressConsumer adsOther societal trendsGAP Analysis ProcessFor each topic selected, identify both the current practices or knowledge of the target audience and the best practice or knowledge to be achieved through the program activity. The sources used for topic selection may help you determine these.The difference or gap between current and best practices identifies the educational need of the target audience and helps determine whether the learners lack knowledge (awareness), competence (knowing how to do it), or performance (doing it). Program activities and room set-up should be planned to best accomplish this.Most regional and annual meeting programs are designed to improve knowledge and competence viapresentations, although performance improvement (using small groups) may be possible with advancedplanning. Document the "gap" or audience need and what you plan to achieve with the program(improve knowledge or competence) on the Template for Annual/Regional Meetings.The gap analysis will also help you write appropriate program objectives. Use action verbs specific toknowledge, competence, and/or performance. Verb examples include: Analyze, apply, calculate, choose,classify, compare, complete, compose, conclude, construct, contrast, correlate, create, define, describe,determine, develop, discriminate, discuss, distinguish, evaluate, explain, formulate, identify, interpret, list, modify, organize, outline, plan, prepare, recite, record, recognize, relate, resolve, select, separate, solve, state, summarize, synthesize, use, write. (Refer to addendum "How to write clearly stated, measurable objectives for guidelines and more verb suggestions.)Continuing Education ProvidersAmerican Board of Histocompatibility and Immunogenetics (ABHI)Provider Number:Changes annuallyExpires:Renew annuallyProvider information and application forms are found at:. The American Board of Histocompatibility and Immunogenetics (ABHI) is a certifying board offering voluntary credentialing examinations in the field of histocompatibility and immunogenetics. ABHI provides certification and promotes continuing education for histocompatibility and immunogenetics professionals. The Board is sponsored by the American Society for Histocompatibility and Immunogenetics (ASHI). For more information, please visit ww.u/abhi/.Requirements for ABHI Approved Continuing Education Programs (found at ). The provider must submit, to the ABHI, a description of the program describing the content, the presenters and the target group of attendees. This description must be submitted 30 days prior to the meeting.The program must fulfill the following requirements of a Program of Continuing Education (PCE):The program should be a planned learning experience designed to promote the continual development of knowledge, skills and attitudes.The program should have qualified instruction and direction to assure that the educational objectives will be fulfilled.The program content, format and methodology must be conducive to achieving the program objectives.Program objectives should be stated in terms of what the participant would be able to do at the end of the program that he/she could not be expected to do before.The time schedule should be set up in orderly and systematic fashion.The faculty members should have the background and experience necessary to teach the course.The program should provide the participant with a certificate or other evidence of the number of CEC's granted for participation in the program or workshop.Program content must cover at least one of the major fields of the current ABHI "Statements of Competence for Histocompatibility Personnel" and will be a formal scientific/career-related continuing education program.Program approval and the number of CEC's or contact hours earned will be determined by the ABHI and reported to the provider.Requirements for ABHI Approved Continuing Education Programs:1.The provider must submit, to the ABHI, a description of the program describing the content, the presenters and the target group of attendees. This description must be submitted 30 days prior to the meeting. The program must fulfill the following requirements of a Program of Continuing Education (PCE):The program should be a planned learning experience designed to promote the continual development of knowledge, skills and attitudes.The program should have qualified instruction and direction to assure that the educational objectives will be fulfilled.The program content, format and methodology must be conducive to achieving the program objectives.Program objectives should be stated in terms of what the participant would be able to do at the end of the program that he/she could not be expected to do before.The time schedule should be set up in orderly and systematic fashion.The faculty members should have the background and experience necessary to teach the course.The program should provide the participant with a certificate or other evidence of the number of CEC's granted for participation in the program or workshop.Program content must cover at least one of the major fields of the current ABHI "Statements of Competence for Histocompatibility Personnel" and will be a formal scientific/career-related continuing education program.Program approval and the number of CEC's or contact hours earned will be determined by the ABHI and reported to the provider.Contact: ABHI Executive Office or Beth Crowley at BCrowley@.Provider Application: Accepted CE ActivitiesThe following are acceptable as CE activities:Programs approved by the American Board of Histocompatibility and Immunogenetics (ABHI). This includes ASHI national and regional programs or any other programs sponsored by other organizations that have applied to ABHI for approval. These programs must be at least one (1) hour in duration and be a formally organized scientific or career-related education, plenary or poster session, workshop, roundtable, symposia or coloquia whose content covers at least one of the major fields of competence of the ABHI "Statements of Competency for Histocompatibility Personnel." Credit will be calculated at the rate of 0.15 CEC per contact hour . Documentation of attendance must be submitted to ABHI for credit.Programs which meet the above criteria but are not ABHI approved may be submitted for CE credit. However, credit will be calculated at the rate of 0.1 CEC per contact hour. Documentation of attendance must be submitted to ABHI for credit.Earned academic credit in career-related college or university course work calculated at the rate of 1 semester hour = 1.5 CEC's and 1 quarter hour = 1.2 CEC's. Course descriptions and official transcripts of successful completion of academic course work are required for credit. A maximum of 4.5 CEC's may be claimed per three (3) year period.Presentation of a paper, poster or workshop at any meeting or workshop pertaining to the field of histocompatibility and immunogenetics. Maximum credit for each presentation is 0.3 CEC. Additionally, a maximum of 1 CEC may be claimed for the time spent on the preparation of the presentation. A copy of the program or other appropriate documentation is required for credit.Performance of laboratory work or analysis for, but not actual attendance or presentation of, data at any national or international histocompatibility workshop. Signature of the laboratory director, supervisor or sponsor will be required as verification of participation to receive credit. Credit will be calculated at the rate of 0.1 CEC per contact hour. A maximum of 1 CEC may be claimed per three (3) year period.Be listed as an author, within your 3 year cycle, of a paper or chapter in a recognized journal or book pertaining to histocompatibility and/or immunogenetics. A maximum of 1 CEC may be claimed for each chapter or publication and appropriate documentation (e.g., copy of abstract, etc.) is required for credit.Teaching of histocompatibility and immunogenetics or career-related subjects to allied health professionals, quality control managers, histocompatibility and immunogenetics students, medical students and residents, nurses, and other health professionals. Credit is awarded at the rate of 0.1 CEC per contact hour with a maximum of 1.5 CEC per three (3) year period. Signature of the laboratory director, supervisor or sponsor will be required as verification of participation to receive credit.The performance of an on-site laboratory inspection for the ASHI laboratory inspection program. A maximum of 0.8 CEC may be claimed per inspection with a maximum of eight (8) inspections per three (3) year period. Documentation from ASHI is required for credit.The time spent serving as a committee member of ASHI , ABHI or other prorofessional organizations or associations (e.g., SEOPF , UNOS ) relating to histocompatibility and immunogenetics. A maximum of 1 CEC per year may be claimed for each committee membership in addition to 2 CEC's per year for committee chairs. Documentation is required for credit.Attendance at an ABHI approved audio/visual recorded presentation of any ASHI scientific meeting or other symposia of career-related material. Signature of the laboratory director, supervisor or sponsor will be required as verification of participation to receive credit. Credit will be awarded at the rate of 0.15 CEC per contact hour with a maximum of 1 CEC per three (3) year period.Self-instruction of career related topics can be claimed at the rate of 0.1 CEC per contact hour for the following:Any audio/visual materials.Open or closed circuit television and radio broadcasts and instruction using telephone networks (i.e., teleconferences).Reading of publications on histocompatibility and immunogenetics and other related medical literature.Signature of the laboratory director, supervisor or sponsor is required for credit. A maximum of 1 CEC may be claimed per three (3) year period. Programs which include the areas of safety, management, computer technology and quality assurance may be submitted for CE credit. Credit will be calculated at the rate of 0.1 CEC per contact hour. Documentation of attendance must be submitted to ABHI for credit. A maximum of 1.5 CEC may be claimed per three (3) year period.ABHI credit may be offered for the Annual Meeting through the American Board of Histocompatibility and Immunogenetics, with CBBS Board approval.ABHI determines the number of credits based on their review of program topics. ABHI approved topics include serology, histocompatibility, immunology, immunohematology, molecular genetics, supervision/administration, and other (transplantation, quality control, donor requirements, et cetera).The application, available on the ABHI website, should be submitted to-90 days prior to the program date as the approval process takes at least 30 days. Required post-program documents will be forwarded to ABHI by the Central Office.,Board of Registered NursingProvider Number:CEP 1351License Expires:11/30/17Application and renewal is conducted online, using California’s BreEZe system. Login to the system at . CE Provider instructions may be found at . In addition to accepting credits from this provider number, nurses who attend the annual meeting may also comply the form to receive CME Category 1 credit. CBBS can offer one CE unit for every 50-60 minutes of education activity that is relevant to the scope of nursing practice within transfusion medicine, including the medical, technical, scientific, and administrative aspects of donor and patient care.Provider approved by the California Board of Registered Nursing. Provider Number CEP 1351 for up to <x> hours of continuing education.California Laboratory Field ServicesProvider Number:0034License Expires:AnnuallyList of approved providers can be found at:. Each year, a renewal application is sent by Laboratory Field Services, together with a comprehensive report that must be completed as to continuing education provided during the current year and a filing fee of $250.00. Complete and return this information to LFS promptly as it will take approximately two to three months to receive the certificate back in the mail. The provider number does not change year to year.CBBS can offer 1 contact hour for every 50-60 minutes of education activity that is consistent with the scope of practice of clinical laboratory science and may include relevant activities in education, supervision and management.Subject matter should relate to the medical, technical , scientific, administrative and regulatory aspects of Transfusion Medicine. Refer to California Laboratory Field Services document Attachment Ill: Scope of Clinical Laboratory Science for details and definitions.The following wording should be used to identify education activities offering CLS contact hours: ' This program is approved by California Laboratory Field Services for up to <x> contact hours of continuing education (Provider Number 0034). Every December, the Central Office must send to Laboratory Field Services a listing of the courses, course numbers, dates, locations, and CE hours. (Note: course number format is 2-digit committee number + date (YYMMDD). AM = number of meeting; CLS Seminar = 01; NADA Seminar= 11, QSC Seminar= 02; CBBS Today=06; CBS = 10).Continuing Medical Education (CME), Category 1Loni Calhoun was to rewrite this section. Assume American Red Cross will again be the provider for 2017 but have no independent knowledge of that.Assessment PolicyThe California Blood Bank Society provides high quality educational programs that are approved for Continuing Education credits. Upon request, state or continuing education accrediting agencies may conduct an inspection of the CBBS continuing education programs under their regulatory authority. This policy establishes the guidelines for managing these inspections, providing documents to assessors, and managing the findings of assessors. CBBS believes that these inspections serve the public interest in maintaining the high quality of the CBBS educational offerings to promote the CBBS Mission.CBBS recognizes the responsibility of state and other accrediting agencies to:Evaluate the compliance of the educational offerings with regulatory or accreditation requirements; such evaluation to be conducted during normal hours of operationTake samples of articles produced for the educational offeringCopy records associated with the educational offering. CBBS volunteers and staff cooperate with duly authorized representatives of these agencies and maintain a professional and courteous demeanor with them at all times before, during, and after an inspection. For purposes of this policy, iInspections are defined as any visit from an outside agency with the stated purpose of assessing, verifying, auditing, or inspecting CBBS and its educational offerings.TO WHOM THIS POLICY APPLIESThis policy applies to all CBBS staff and volunteers who may interact with the inspectors or representatives from other agencies that may assess CBBS CE programs, including The CBBS President and Board of DirectorsThe Central Office Manager Continuing Medical Education / Continuing Education Committee membersOthers who may be asked to respond to or provide documents to inspectors.CBBS Directors or staff who manages results of inspections.PREPARING FOR AN INSPECTIONIf notice is received of a pending assessment, the CBBS President is responsible for ensuring that CBBS is prepared. The CBBS President will appoint a person or persons to be the Inspection Coordinator for the inspection.OPENING AN INSPECTIONAn inspection is opened with the arrival of the inspector.The Inspection Coordinator will identify the credentials of the inspector.FACILITATING AN INSPECTIONThe Inspection Coordinator stays with the inspector when possible and monitors progressThe Inspection Coordinator responds to any requests made by the inspector or directs others, as appropriate, to respond to the request.The Inspection Coordinator shall prepare daily notes of the inspection for the file and provide those notes in the form of a written report to the Board of Directors, delivered through the Central Office .CLOSING AN INSPECTIONThe investigator shall notify the Inspection Coordinator that the inspection is finished and ready to close.The Inspection Coordinator shall make every attempt to meet with the inspector prior to the inspector’s departure and ascertain a verbal report of any findings. Other CBBS representatives may be invited to attend the closing session if one is scheduled.The Inspection Coordinator shall receive any written report at the closing of the inspection and cause the report to be delivered to the Board of Directors through the Central Office.?MANAGING POST-INSPECTION ACTIVITIESThe Inspection Coordinator will forward a written report to the Board of Directors for its information. The Board of Directors reviews the report at its next scheduled meeting. The Inspection Coordinator shall make at least three (3) attempts, one in writing, tosecure a written report from the inspector prior to closing an inspection.If a formal response is indicated, the CBBS President or the appropriate Board liaison is responsible for working with the Continuing Medical Education / Continuing Education committee on any actions necessary.RECORD RETENTIONAll notes, inspection reports, and responses are to be retained by the CBBS Office for a period of seven (7) years from the date the inspection is closed.EXPENSE REIMBURSEMENTSome inspectors, by statute or rule, are allowed to attend educational sessions at no charge. Given adequate notice, this accommodation will be made.. Some associations may require a site visit to initiate accreditation activities. Expenses that could be incurred by this visit must be evaluated by the Board of Directors.CBBS does not offer hotel, travel, meals or any other item that could be construed as unduly influencing the results of an inspection.In order to avoid the appearance of or actual conflict of interest, CBBS will not award continuing education credits to inspectors unless registration fees are paid.Awards and RecognitionsOwen F. Thomas, MD AwardThis award is made in the name of Owen F. Thomas, M.D. who was a member of the first California Medical Association Commission on Blood Banks and the second President of CBBS for a two-year period. He gave a lifetime of service to blood banking, in Sonoma County Community Blood Bank and was an active member of CBBS from 1953 to his death in 1977. He planned the first CBBS Technical Workshop at the third Annual Meeting on February 27, 1955 in Santa Rosa. He was also in charge of the first Commercial Exhibits in 1958.The Owen F. Thomas, MD Award shall be awarded to a member or past member for some especially outstanding, educational, medical, scientific, or technical contribution or contributions to CBBS.Under usual circumstances, there should be only one recipient in any given year. However, two or more members meriting the Owen F. Thomas, MD Award for the same or similar contribution may be named in special situations.A framed citation stating the reasons for granting the Award shall be presented along with the Owen F. Thomas, MD Award to each recipient.Recipients of the award shall receive free registration for the annual meeting in which recognized and shall receive complimentary CBBS membership in the following year.Upton-Hemphill Award This award is presented to commemorate the Founders of CBBS.John R. Upton, MD gave birth to the idea of a statewide system of blood banks by suggesting it as early as 1943. He was Chairman of the California Medical Association Commission on Blood Banks from 1948 to 1956; he was the first President of CBBS from 1953 to 1958; he was instrumental in the formation of several of the blood banks which became Institutional Members.Mrs. Bernice Hemphill, a licensed Bio-Analyst, acted as the Administrative Assistant to the California Medical Association Commission on Blood Banks from its organization in 1948; she was Secretary of CBBS from 1953 to 1956; she promoted the Clearinghouse Program of CBBS which was transferred to the Pacific District of the American Association of Blood Banks in 1958. She devoted her life to blood banking in the administration of the Irwin Memorial Blood Bank and in service to CBBS, to the National Clearinghouse Systems and to the American Association of Blood Banks.The Upton-Hemphill Award shall be awarded to a member or past member for some especially, outstanding, educational, medical, scientific or technical contribution or contributions to CBBS.Under usual circumstances, there should be only one recipient in any given year. However, two or more members meriting the Upton-Hemphill Award for the same or similar contribution may be named in special situations. A framed citation stating the reasons for granting the Award shall be presented along with the Upton-Hemphill Award to each recipient.Recipients of this award shall receive free registration for the annual meeting in which recognized and shall receive complimentary CBBS membership in the following year.Past PresidentA plaque shall be given to the Immediate Past President commemorating his or her contributions as President of the Organization.Educational FundThe CBBS Educational Fund was founded in 2004 as a component fund of the Humboldt Area Foundation (HAF). The following description constitutes the initial direction the Humboldt Area Foundation will follow in administering this donor advised expendable fund.The purpose of this fund is to further support CBBS’ mission of providing continuing education opportunities to professionals in transfusion medicine. The money from this fund may be applied in a variety of ways.To support a speaker or program at a Regional Seminar or at the Annual MeetingTo provide financial assistance, when there is a need, to enable transfusion medicine professionals, blood bank fellows, or nursing, medical technology or SBB students to attend a CBBS Regional Seminar or the CBBS Annual MeetingTo support the information provided on our website and through the e-Network Forum.The California Blood Bank Society will serve as advisors to the fund, sending written advice for expenditures from the fund to HAF by completing a donor advice form signed by the President and Treasurer. Since the President and Treasurer positions change each year, the Central Office Manager will notify HAF of the names of the new officers.The initial fund balance and future gifts to the fund will be invested and commingled with other Foundation assets. HAF funds share proportionately in earned income, realized gains and losses and unrealized gains and losses. The annual rate of support for Foundation services is one and one-half percent (1.50%) of the principal balance to be computed annually, a portion to be taken from the income generated by the fund each quarter. Statements are sent monthly to the CBBS Central Office Manager.At the discretion of the Board of Directors, primarily for Board of Directors, Award Winners, Chairs and Past Presidents, in lieu of sending flowers to a funeral, a donation of $100 in memoriam of the deceased will be made in their name to the CBBS Educational Foundation.List of CBBS Educational Fund donors Fiscal Year to Date will be posted on our website and be published in the fall and spring issues of CBBS Today. Number of scholarships awarded will also be listed.Contributions to the Website & e-Network Forum will be deposited in the Educational Fund.Scholarship Award GuidelinesMembers and non-members may apply for scholarships to the Annual Meeting or a Regional Seminar. Applications must be received in the Central Office four (4) weeks in advance of a Regional Seminar or eight (8) weeks in advance of the Annual Meeting. Applications can be submitted by mail, email or online. They are reviewed by the officers of the CBBS Board. Approval or disapproval of the application is performed via email under the current CBBS President’s name.Guidelines for awarding of scholarships include:Currently working or training in a blood bank or transfusion medicine related area.Meeting / Seminar cost not fully funded by their institution.Priority is given to CBBS Members.A concise statement of needing including how the scholarship will be of benefit to applicant’s job performance or training and/or institution (limit of one page) should be included in the application.A letter of support from applicant’s institution should be included with the application.Being an employee of an Institutional Member does not disqualify an applicant for a scholarshipAn applicant should not be approved for scholarships for more than two years in a rowThere currently is no stated limit to the number or amount of scholarships that can be awarded each year. Consider creating policy as to limits.Each scholarship is for registration fee at the member or non-member rate depending on applicant’s membership status. Annual Meeting scholarships will include up to $250 in expense reimbursement.CBBS will award no greater than 10% of the Educational Fund as a scholarship yearly.All scholarships from Education Fund will be awarded first from member donations, second from CBBS donations.LectureshipsNote: The former Policy and Procedures Manual contained nothing about these two Lectureships. With the possibility of adding a third, it makes sense to look at the existing agreements and guidelines and develop this section to include who pays what and when and who is responsible for which tasks and when. The short descriptions from the website are included below. The Ledin one should be modified here and on the web as it is far too short.The Herbert Perkins & George Garratty Memorial LectureshipFormerly known as the Herbert Perkins Scientific Lectureship & Award, this award was renamed in 2014 to the Herbert Perkins & George Garratty Memorial Lectureship. Herbert Perkins was the Senior Medical Scientist at Blood Centers of the Pacific and Clinical Professor of Medicine, University of California San Francisco. Dr. Perkins' lifetime achievements contributed profoundly to the scientific foundation of the fields of transfusion and transplantation medicine, and to the education and training of scientists, fellows, physicians and medical technologists in these fields. George Garratty, PhD, FRCPath, was the Scientific Director, American Red Cross Blood Services, Southern California Region, Pomona, CA, and Clinical Professor of Pathology and Laboratory Medicine at the University of California, Los Angeles. His research was mainly concerned with immune red cell and platelet destruction, with a special emphasis on autoimmune and drug-induced immune hemolytic anemias. Dr. Garratty served as President of CBBS from 1985-1986 and was the recipient of numerous awards, honors, and recognitions. Each year a lectureship is awarded to an individual actively involved in education, training, research and/or the practice of a scientific nature pertaining to transfusion medicine. The recipient will be a scientist who has demonstrated a commitment to transfusion medicine or cellular therapy, and has applied new insights or new technologies to relevant scientific questions that have led to seminal contributions to the field. There is an honorarium and reimbursement for travel and lodging from Blood Systems.The Suzanne Ledin LectureIn 2004, the family of the late Suzanne Ledin, MT(ASCP)SBB established the Annual Suzanne Ledin Lecture in honor of Suzanne Ledin’s lifetime devotion to excellence in medical technology and blood banking. This annual lectureship awarded by CBBS includes an honorarium and reimbursement for travel and lodging expenses from the Suzanne Ledin Memorial Foundation.MembershipOverviewCBBS has two dues-paying classes of membership – individual and organization. There is a student membership (free for one year). In the past, award winners were granted free membership for life. When that became problematic, the award winner was given one year of free membership following the award. After that, the individual reverts to the individual membership classification.Types of MembersIndividual membership in CBBS is open to any person who is practicing or interested in transfusion medicine. The granting of individual membership is subject to making an application and payment of established anization membership in CBBS is open to blood center or transfusion service whose policies are executed with medical direction in accordance with generally accepted standards, and either licensed by the State of California, registered or licensed by the Food and Drug Administration, or accredited by the AABB. A blood center is defined as an institution whose primary functions are the collection, processing, and distribution of human blood, which may include human cells and tissue. A transfusion service is defined as an institution whose primary function is the preparation of human blood and its components for transfusion, which may include cells and tissue. The granting of institutional membership is subject to making an application and payment of established dues.Annual Business MeetingAs required by California law, an official meeting of the members shall be convened once each year to transact the business of CBBS. The Board of Directors shall fix the time and place of this meeting, called the Annual Business Meeting, and each member shall be notified. CBBS’ Board of Directors currently chooses to hold that meeting at its Annual Meeting (educational). Members not registered for the annual meeting (educational event), may participate in the annual business meeting upon verification that these individuals are members in good standing.Voting and ElectionsIndividual Members and the designated Voting Representative of the Organization Members shall cast ballots for Directorships and President-Elect, as well as for changes to governance documents and as otherwise are rights reserved to the members.Voting is inherent to Organization and Individual Members. Organization members may assign their annual business meeting voting proxy in writing to a CBBS board member.In the event that there is more than one candidate for any of the positions, at the time of the election the President shall appoint an ad hoc election committee consisting of three individual Members, who are not members of the Board and who shall be responsible for conducting the election, tallying the votes, and reporting election results to the President.Voting takes place at the Annual Business Meeting, held in conjunction with the Annual Meeting (educational). Voting by Organization Members takes place separate and apart from voting by Individual Members. Sign-in sheets are prepared and members sign the appropriate sheet(s) as the enter the business meeting. An individual member may also carry the responsibility for voting as the representative for his or her organization.Meetings and EventsAnnual MeetingIn connection with the Annual Meeting, CBBS shall present both scientific and administrative programs. Programs will be for the benefit of Members and other interested persons as choose to attend, paying the required fees.The Annual Meeting shall be open to any registrant upon the payment of the required feesLimitation of the seating capacity will be the only reason for non-admittance.If seating arrangements result in admittance limitations, pre-registered CBBS members shall be given preference.There shall be an announced closing date for each workshop, seminar or other meeting to which a limited number may be admitted. On that date, selection of the attendees shall be made, with Members given preference.One or more Organization Members may serve as the host for each Annual Meeting at the Board’s discretion. The host institution(s) may assist the Board and appropriate committees with the organization of the Annual Meeting.All member contributions, unless otherwise directed, should go into the Educational Fund. Monday paid by Award winners for membership or annual meeting should go under membership or registration unless indicated that it should go into the Education Fund.Outgoing President should receive a gift from the Board of Directors, which should be presented by the incoming president at the annual business meeting. This recognition gift should be in addition to a plaque (non-gavel plaque preferred) and should be of a more personal nature. The budget for this gift should be in the $200 range. Central Office should advise the incoming president of this tradition so that he/she may assist in identifying the appropriate gift.The President’s room is often offered as complimentary by the hotel as part of the annual meeting contract negotiations. Other board members may receive upgraded rooms, depending on availability and contract concessions.Joint Session Keynote and/or Closing Speaker(s) are scheduled at the discretion of the Board of Directors and will be selected by the President, President-Elect, and/or Board of Directors.If a company sends CBBS a check to pay a speaker, the speaker is considered sponsored. If a company reimburses a speaker’s expenses because he or she is an employee of that company, the speaker is not considered sponsored by that company.Post Annual Business Meeting Minutes on web in “members only” section after annual meeting. Post minutes to be approved approximately one month before annual meeting.A speaker may sell books in the back of the room with approval of the Board of Directors as long as the speaker is responsible for sale, tax, and shipping.Handouts will be left in the Annual Meeting section of our website until one month prior to the next Annual Meeting. They will then be moved to the Archived Meeting Handouts” of the “Members Only” section for an additional two years.The President will send a letter to award winners, including the Ledin and Perkins Lecturers, as soon as possible after their selection.The President should request new chairs to send a committee member to the training session at the Annual Meeting if they are unable to attend. If a chair is unable to attend Committee Chair Training at the Annual Meeting, their Board Liaison must get in touch with them and go over the training information.General Guidelines for the Annual Meeting ProgramAnnual Meeting ObjectivesThe Annual Meeting offers sessions for specific disciplines and the needs assessment becomes critical indetermining what topics to present. Speakers are selected by the committees to achieve the goals of the programSome speakers are selected over others so they can be available for more than one of the educational sessions.Review anticipated expenses of the speakers while setting up the whole meeting. Defer to the budget or ask the liaison for assistance from the board if there are discrepancies of the cost of the speakers and the budget.Speaker selectionThe individual committees make preliminary contact with speakers after program approval by the Board of mittee Chairs should review the Needs Assessment to determine session mittees that share sessions must coordinate session allocation and speaker selection.Planning meetings should be completed by the end of August so that topics and speakers can be included in the Spring issue of CBBS TodayJoint Session Keynote and/or Closing Speaker(s) are scheduled at the discretion of the Board of Directors and will be selected by the President and/or Board of Directors.Annual meeting site selectionThe Board of Directors makes all arrangements for the meeting site.Each committee is required to notify the Central Office regarding room set up and audiovisual requirements.Request from individual speakers will be accommodated if time, space and budget allow.Scheduling of speakersWhen scheduling the Annual Meeting program, lunch and coffee breaks will be consistent for all sessions.Consideration should be given to have individual speakers of different sessions have the same timing so meeting participants can move between tracks.The Board of Directors determines the main template for the Annual Meeting Program.Speaker coordinationThe Chair must submit to Central Office the completed "Template for Regional Seminars and Annual Meeting' , and ' Speaker Information Sheets" indicating Speaker's name, title, address, phone number, fax number, email address, date, time and title of presentation, as well as several measurable objectives speaker hopes to impart to participants. This must be received in a timely manner to allow the liaison to ensure that two (or more) strong speakers do not present at the same time and allow the Central Office to communicate with them at least in advance of the program and meeting deadlines.Caution should be exercised by Committee Chairs as other Committees may select similar topics. Board of Directors or the Central Office will notify Committee Chairs of speaker and or topic conflicts between Committee allocated sessions.Central Office The Central Office will correspond with the speakers after the committee member has done the preliminary contact and submitted a ' Speaker Information Sheet'.Provide written confirmation of all scheduled presentations, and re-state objectives.Confirm date, time and room location of presentation.Provide information about hotel accommodations and reimbursement policy.Request CVs, synopsis, handouts, copies of PowerPoint presentations, and other program-related information, including authorization to tape presentation(s)Request Faculty Disclosure InformationSubmit appropriate information for CE credits.Annual Meeting Follow-UpSpeakers should be instructed to return their "Expense Reimbursement Form" to the Central Office within 60 days for payment.Reimbursement and brief thank you notes will be sent directly from the Central Office.Central Office will summarize all evaluation forms, and submit a summary of each session to the appropriate Chairs and have the summary posted on the website. Summaries will be reviewed and the next regularly scheduled Board of Directors' Meeting. All CEU's will be mailed from the Central Office within 60 days following the Annual Meeting.Guidelines for CBBS Speaker ContractDuring the program committee meeting, members are selected to contact specific speakers. The following is an outline of the responsibilities of the person assigned to contact speakers. Speakers should not be contacted until the program has been approved by the Board of Directors.PurposeThe speaker contact person is responsible for the initial contact with the speaker and will explain to the prospective speaker:the objectives for the programthe objectives of the specific presentation, and material the committee wishes to be discussed.A brief review of the policies for speaker reimbursementThat upon agreement to speak, the contact person must complete the speaker information form, with all pertinent Information to assist in the Central Office being able to contact the speaker.That the central office will send to the speaker all of the required information electronically.Regional Seminar ObjectivesEach committee has a charge of performing a needs assessment within that discipline to determine what the members are seeking in the way of continuing education. Once that determination is made and documented, Speakers are selected to achieve the goals of the program.Consideration should be made to coordinate the north/south speakers, ensuring that the presentations are similar in both regions.Attempt to secure local (north for north, south for south) speakers whenever possible.Annual Meeting ObjectivesThe Annual Meeting offers sessions for specific disciplines and the needs assessment becomes critical in determining what topics to present. Speakers are selected by the committees to achieve the goals of the program Some speakers are selected over others so they can be available for more than one of the educational sessions.Review anticipated expenses of the speakers while setting up the whole meeting. Defer to the budget or ask the liaison for assistance from the board if there are discrepancies of the cost of the speakers and the budget.Contact Speaker after BOD approval of the programProvide the above information and confirm whether the speaker will accept the request. If the primary speaker cannot accept, contact the secondary choice (or contact the committee member who is assigned to contact the second choice speaker).Confirm the following speaker informationSpeaker's full name as they would like it to appear on the program flyer.Degrees, specialties listed after their name (i.e., MT (ASCP) SBB, MBA, CQA (ASQ), etc.)Position at their facility (i.e., Director of Quality Assurance)Affiliation (facility) name, address, city and state (This is especially important for Central Office)Speakers phone number, fax number and email addressProvide the speaker with a proposed title or subject of the presentation and request they develop their own rm the speaker of the assigned length of presentationInform the speaker of the date, time and location of presentationInform the speaker of the objectives of the talk they have agreed to presentChair and Central OfficeUpon securing a speaker, inform the chair of the confirmation and forward completed "Speaker Information" to the Chair and the Central Office.The chair will complete the program with the confirmed speakers, and inform the Central Office and Continuing Education Chair of the confirmed speakers and the program.The Central Office will discuss travel reimbursement with the speaker and arrange for disclosure forms to be signed and a CV or Resume provided for Continuing Education municate any problems to the board liaison.Prior to the scheduled seminar (within a month), the chair or contact person will confirm with the speaker that everything is on track, and will answer questions as they mittee Chair coordinates with the Central Office to ensure thank you letters are sent to the speakers following the regional seminar or annual meeting.Attendee sign-in sheets must be returned to Central Office within two (2) business days of the close of a seminar or meeting.Moderator Guidelines for the Annual MeetingSelection of ModeratorsModerators are selected by the specific Program Committees. There should normally be two moderators for every session.Ideally, one of the moderators should be the Committee member that made the initial contact with the speaker. The two moderators will coordinate responsibilities of announcing speakers, ensuring proper AV set-up, and keeping the session on time.Prior to the beginning of the sessionIntroduce yourself to your fellow moderator and discuss how you will share the duties.To help with your introductions, Speaker CVs are available in the Meeting Office during the hours that the registration desk is open.Review the moderator packet on the podium. It contains information that should be announced to the audience including faculty disclosures.Acquaint yourself with the equipment and room set-up. It is the responsibility of the moderator to become familiar prior to the session that they are moderating.Check to ensure the equipment and materials are available and properly operating (microphone, laser pointer, screen, projector. speaker light on podium, room light dimmers, water on podium and light box timer if in use). PowerPoint presentations should be pre-loaded on the laptop in the room. If the next speaker is using PowerPoint, open their presentation ("Slide Show", "View Show") before they reach the podium.Introduce yourself to each speaker prior to the session if possible:Confirm name pronunciation, professional title,affiliation, and title of talk.Caution: The speaker's organization and title may have changed since the information was initially submittedAsk if there are any changes you should know about or mention.Inquire whether the speaker needs assistance with slides. etc.If applicable, explain the light box timer system to the speakers - the yellow light is a warning, and the red light means they are out of time. Ideally, the light box should be visible only to the speaker and moderator and not the audience.The Light Box · 30-minute presentations. speakers have a 3-minute warning during their 25-minute talk followed by a 5 min Q&A which has a 1-min warning.For 45-minute presentations, depending on the speaker, there is a 3-minute.For the 45-min presentations with two speakers, each speaker gets 18 min with a 3-min.The moderator should stand up and walk to the podium when the yellow light is ready to turn red.Do not automatically reset the timer for the Q&A session because some speakers see the green light again and feel that their time is not up and they can continue. Let the red light continue to flash; adjustments can be made to the timer during the Q&A session as necessary.To clear the current talk and get ready for the next, press RESET.Audience Response SystemStanford generously donated an audience response system to CBBS in 2016. The system was never used because of some speaker cancellations so no one ever learned to operate the system. Once in use, this section should be replaced with instructions on the use of the system.Announcements at the start of your session1 to 2 minutes prior to the beginning of the session try to get people to their seats.Start your session on time. ?? If you wait for everyone to sit and quiet down, your session will run over or you will feel like you have to rush the speakers.Even though it seems as if people are not listening, still speak as if they are.Welcome participants - give the name of the session (i.e., Scientific Program").Make requested announcements from moderator packet. We have provided an actual script you can read at the beginning and/or end of the session. If you feel best reading it, please do so. If you can concisely cover the highlights that works just as well. Absolutely include asking people to turn pagers and cell phones off or to silence setting and announce disclosure information.Have the room door closed prior to the beginning of the session.Introduction of speakersIntroduce each speaker. When introducing a speaker, be consistent and introduce each speaker by name, her or his title, affiliation, and title of the talk.Do not elaborate on one speaker and not on another. Try to balance the introductions.Dealing with Speakers going overtimeIf the speaker goes over and less than 3 minutes are left for questions. One suggestion is ascending the stairs to the stage, and indicate to the speaker and audience that time is running out. Limit the Q&A session to 1 or 2 questions only or as many as time permits; ask the speaker if he or she will be available during the break to answer more questions and apprise the audience.An important role for the moderator is to ensure each speaker stays within the time frame allotted. It is imperative that the moderator keep the sessions on time.The importance of finishing on timePeople move in and out of various sessions. and expect talks to begin promptly, but never early. The exhibitors become upset when break times are either abbreviated or pushed back. Speakers who do not stay within the time frame inconvenience all subsequent speakers in the session.Announcements to make at break timeRemind participants of importance of completing evaluation forms. Encourage all to visit exhibit area.Announce when the program will reconvene.Announcements to make at the end of the sessionIf a morning session, announce the time the session will reconvene in the afternoon. If an afternoon session, announce any special events that evening with their location and time they commence. If applicable, remind participants to complete and turn in evaluation forms at the registration desk.Thank the speakers and participants for attending.Miscellaneous informationDuring the question and answer session, ask questioners to state their name and institution when they come to the microphone.If someone asks a question without using the microphone. ask the speaker to repeat the question for the audience.Do not allow one individual to monopolize the microphone when other people are standing in line to ask questions.Should a speaker finish early, time may be added on to the Q&A. Do not start the next talk, however, until the time scheduled on the program.Moderators should have questions for the speaker ready should the audience initially not have questions. Questions can normally be coordinated with the speaker prior to the meeting.If you see that no one has questions from the audience and time is available for questions, Use your prepared questions for the speaker. This may be what is needed to "get the ball rolling" for the audience to ask questions.If there is a problem with AV, lights, sound or temperature, one Moderator should stay in the Room while the other seeks help from the onsite expert.Guidelines for Planning Regional SeminarsScheduling SeminarsSpring seminars must be held 4 weeks before the Annual Meeting. with later seminars held in the opposite end of the state from the Annual Meeting to avoid competition for attendance with the Annual Meeting.Dates for all seminars must be coordinated through the Central Office to avoid program conflicts. It is helpful to contact the Central Office prior to your Planning Meeting to determine which dates have already been taken. Immediately after your Planning Meeting, notify the Central Office of the tentative date and location you have chosen for your seminar.Check to make sure there is no conflict with other programs being offered at that time, including those sponsored by other organizations.The Central Office will attempt to have your seminar details published in the AABB News Briefs Calendar of Events (however, AABB requires at least three months’ notice).The committee is responsible for securing the speakers, and providing the Central Office with the program, as well as all arrangements for the meeting site and food service. The Central Office will handle all the CE requirements with the speakers and forward forms to the Continuing Education Committee. Seminar details must be submitted to the Central Office at least 90 days in advance of the first scheduled seminar in order to facilitate the development, production and mailing of fliers to the membership.If parallel speakers are scheduled for two or move locations without audio or video conferencing, request that the speakers coordinate this.Speaker CoordinationThe Chair must submit to Central Office completed "Template for Regional Seminars & Annual Meeting" form, and a "Speaker Information" form for each speaker. The Central Office will correspond with the speakers.Provide written confirmation of all scheduled presentations, and state objectives.Confirm date, time and location of presentation.Request C.V., presentation titles, summaries, and other program-related information.Request Faculty Disclosure InformationSpeaker reimbursement for travel, et cetera.Registration Fees/General PoliciesThe board sets fees with advice from the finance committee. Refunds for regional seminars: a full refund will be given if written notice is received by the Central Office more than 7 days prior to the seminar date; if within seven days, a $20 administrative fee will be retained by plimentary attendance at seminars is offered to two member-volunteers (one who acts as the onsite registrar and the second who acts as the moderator. Any additional complimentary registrations for volunteers must be approved at least one week in advance of the seminar date.A late fee of $1 0.00 will be charged for regional seminar registrations not submittedon line.Brochures/FlyersA standardized brochure/flier format must be used for all CBBS seminars. A template of this format is maintained in the central office.Supply the Central Office with the following information at least 90 days prior to the seminar date:Completed "Template for Regional Seminars & Annual Meeting" formCompleted "Speaker Information" form for each speakerMap or directions to site(s)Any provision of financial support from Corporations (approved by Board), (Central Office sends "Commercial Support Disclosure')Seating limitations, if anyLunch/parking, if providedThis information will be incorporated into the standardized format, then distributed by the Central Office.Unless there is limited seating, onsite registrations are permitted.Hands will be left in the seminar section of the CBBS website until one month prior to the next regional seminar for that discipline. They will then be moved to the “Archived Meetings Handout” of the “members only” section for an additional two years.Pre-Registration ProceduresAs pre-registration applications are received, the Central Office records the information, processes the registration funds, and prepares name badges. Also, programs, evaluation forms, certificates of attendance, and sign-in sheets are prepared. CEU certificates will be available to attendees who fulfill the requirements within six (6) weeks of the seminar.The Central Office will send by US Postal Service, 2-Day Delivery, the following to the Committee Chair or Seminar Coordinator scheduled to arrive at least one week prior to the seminar:An alphabetical list of pre-registrantsName badges for pre-registrants; extra name badges for walk-insProgramsEvaluation forms (these were moved to online evaluation forms in 2015)Sign-in sheets to be signed by all attendeesExpense reimbursement forms for Speakers (please refer to Speaker Reimbursement Policy before submitting expenses which may not be authorized)List of Speakers with conflict of interest, and summary of those conflicts.Receipt bookCBBS Complaint PolicyCertificates of Attendance (these were eliminated in 2015 due to confusion with actual CE CertificatesOther items, as requestedAll name badges not previously sent, plus blank name badges and an updated sign-in sheet will be sent via 2-day delivery at least four days prior to the seminar.Post-Seminar ProceduresAfter the seminar, the Committee Chair or Seminar Coordinator should:Coordinate with the Central Office to ensure thank you letters are sent to speakers.After the seminar, forward the following to Central Office as soon as possible:All evaluationsAll sign-in sheetsCopies of receipts; any monies collected; on-site registration formsExpense reimbursements and honorariums to be paidCopy of program and documentation of deviations from the published program.Central Office will summarize program evaluations. The Central Office will forward copies of the summary to Committee Chairs and Board Liaisons, and any speakers that have requested it. Summaries will be posted on the website and reviewed at the next regularly scheduled Board Meeting.Responsibilities and Guidelines for the CBBS Onsite CoordinatorSite LocationConsiderations for choosing site should include optimal accessibility to large number ofparticipants (50 - 100):LocationEasy to find.Obtain map for CBBS flyer showing primary freeway access, main streets, etc.Ease of parking (nominal/no fee)If fee for parking, try to obtain discount, or obtain special parking passesComplete any paperwork required by the facilitySeating and Audiovisual:Classroom style is best with access for writing .Find out what AV equipment is available or if it needs to be brought in. The committee chair must approve ??? in advance any AV or additional fees for these seminars. If left to the Committee Chair, this could consume all of the net profit or cause the event to suffer a loss, since AV equipment (standard AV package) could cost upwards of $750.Food and Beverage:Does facility require on-site food and beverage service? What is the cost per person? Can we bring in outside caterer if too expensive? Currently, food and beverage is capped at $25 per person, including any applicable taxes and service charges.Include morning coffee, juice, rollsLunch: box lunch with beverage is probably bestAfternoon break: beveragesCheck with CBBS Central Office for acceptable price. If too expensive, consider outside catering. If the cost exceeds the $25 per person amount, eliminate the breakfast food and/or afternoon break.Once information is known, please contact Chair and update on status. Contract arrangements can be made through CBBS Central Office. Contact CBBS Central Office for more information.Pre-Registration MaterialsThe site coordinator is responsible for receiving the following materials from the Central Office. At least two weeks prior to the event, please advise the Central Office as to the physical address you want to have the materials delivered.List of pre-registrants, badges, sign-in sheetsEvaluation formsExtra registration forms for walk-insCopy of list of speakers, with titles, etc., and list of Speaker disclosures,CBBS Complaint Policy & FormHandoutsReceipt bookGuidelines for CBBS Speaker ContractDuring the program committee meeting, members are selected to contact specific speakers. The following is an outline of the responsibilities of the person assigned to contact speakers. Speakers should not be contacted until the program has been approved by the Board of Directors.PurposeThe speaker contact person is responsible for the initial contact with the speaker and will explain to the prospective speaker:the objectives for the programthe objectives of the specific presentation, and material the committee wishes to be discussed.A brief review of the policies for speaker reimbursementThat upon agreement to speak, the contact person must complete the speaker information form, with all pertinent Information to assist in the Central Office being able to contact the speaker.That the central office will send to the speaker all of the required information electronically.Regional Seminar ObjectivesEach committee has a charge of performing a needs assessment within that discipline to determine what the members are seeking in the way of continuing education. Once that determination is made and documented, Speakers are selected to achieve the goals of the program.Consideration should be made to coordinate the north/south speakers, ensuring that the presentations are similar in both regions.Attempt to secure local (north for north, south for south) speakers whenever possible.Annual Meeting ObjectivesThe Annual Meeting offers sessions for specific disciplines and the needs assessment becomes critical in determining what topics to present. Speakers are selected by the committees to achieve the goals of the program Some speakers are selected over others so they can be available for more than one of the educational sessions.Review anticipated expenses of the speakers while setting up the whole meeting. Defer to the budget or ask the liaison for assistance from the board if there are discrepancies of the cost of the speakers and the budget.Contact Speaker after BOD approval of the programProvide the above information and confirm whether the speaker will accept the request. If the primary speaker cannot accept, contact the secondary choice (or contact the committee member who is assigned to contact the second choice speaker).Confirm the following speaker informationSpeaker's full name as they would like it to appear on the program flyer.Degrees, specialties listed after their name (i.e., MT (ASCP) SBB, MBA, CQA (ASQ), etc.)Position at their facility (i.e., Director of Quality Assurance)Affiliation (facility) name, address, city and state (This is especially important for Central Office)Speakers phone number, fax number and email addressProvide the speaker with a proposed title or subject of the presentation and request they develop their own rm the speaker of the assigned length of presentationInform the speaker of the date, time and location of presentationInform the speaker of the objectives of the talk they have agreed to presentChair and Central OfficeUpon securing a speaker, inform the chair of the confirmation and forward completed "Speaker Information" to the Chair and the Central Office.The chair will complete the program with the confirmed speakers, and inform the Central Office and Continuing Education Chair of the confirmed speakers and the program.The Central Office will discuss travel reimbursement with the speaker and arrange for disclosure forms to be signed and a CV or Resume provided for Continuing Education municate any problems to the board liaison.Prior to the scheduled seminar (within a month), the chair or contact person will confirm with the speaker that everything is on track, and will answer questions as they mittee Chair coordinates with the Central Office to ensure thank you letters are sent to the speakers following the regional seminar or annual meeting.Attendee sign-in sheets must be returned to Central Office within two (2) business days of the close of a seminar or meeting.Joint Meeting with SCABBThere is actually nothing written in policy about meetings with SCABBPublicationsThe CBBS Today Policy Section may be found in electronic files in Policies and Procedures Draft May 2015, beginning at hand-numbered page 112. The CBBS Board is to review whether to bring back CBBS Today in 2017.Appendices and FormsAnnual Meeting Forms (see also Continuing Education Forms)Evaluation Forms (conducted online in 2016)Faculty Disclosure FormsHonorarium and Expense Reimbursement FormName Badge TemplateOnsite Registration FormsSpeaker Information FormTemplate for Annual MeetingBoard and Committee FormsAntitrust StatementCommittee Report Form (to Board of Directors)Committee Yearly SummaryCommittee Self-Evaluation FormCommittee Meeting Minutes TemplateConflict of Interest Policy (signed annually)Current Board of Directors’ RosterCurrent Committee Chair RosterCurrent Committee RostersCurrent Year Planning TimelineExpense Reimbursement FormVolunteer Now FormContinuing Education FormsDepends upon CME provider chosen for 2017 (if ARC, forms are found in ARC/CME folder)e-Network ForumCBBS ENF Forum Moderator’s GuideCBBS e-Network Forum Submission InstructionsRegional Seminar FormsCertificate of AttendanceDirectional Arrow DOWNDirectional Arrow LEFTDirectional Arrow RIGHTDirectional Arrow UPEvaluation Forms (conducted online in 2016)Faculty Disclosure FormHonorarium and Expense Reimbursement FormName Badge TemplateOnsite Registration FormsRegional Seminar TemplateRegistration Welcome SignSeminar Evaluation Process NoticeSeminar Supply ChecklistSpeaker Information FormTemplate for Regional Seminars ................
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