DUTIES AND RESPONSIBILITIES OF THE AAWC BOARD OF …



DUTIES AND RESPONSIBILITIES OF THE AAWC BOARD OF DIRECTORSAAWC Board Members have responsibilities that require a great deal of time and effort throughout the year. Board Members are called upon throughout their terms to make policy and other decisions, so it is important to remain active and participate. While election to the Board is an honor, it is in no sense honorary; no Board Member is elected simply to add prestige to the group. The first responsibility of a Board Member is to take seriously the commitment of time and effort required to accomplish the AAWC’s mission and vision. This includes attendance at all meetings and conference calls, as well as active participation in committee work and the development of new initiatives – all in adherence to the AAWC’s core values and strategic plans. Each Board Member brings a unique perspective, experience and knowledge to the group. All Board Members are expected, at some time during their terms, to take leadership roles as task force or committee chairs, project/program leaders and/or liaisons to other organizations. Board Members are expected to actively assist in developing and maintaining relationships with collaborating organizations, corporations and other entities/agencies, as well as to assisting in fundraising efforts. Board Members must take an active role in their work on committees (and not delegate that work to staff unless staff is specifically assigned to manage the work of the group). As an example, Board Members are responsible for writing committee and project reports; they are responsible for taking minutes of their own committee meetings and managing their own work. AAWC has 30+ committees, task forces, projects and programs and limited staff. Staff members have specific roles in administration of day to day association management and other responsibilities at their business offices.Officers of the Board have additional responsibilities as noted on pages 2-5. UNDERSTAND AND ADHERE TO AAWC’S MISSION, VISION, CORE VALUES AND STRATEGIC PLANSThe Association for the Advancement of Wound Care (AAWC)’s mission is to advance the care of people with and at risk for wounds.AAWC’s vision is to set the standard and advocate for all wound care.AAWC Board Members adhere to the following core values as listed in the official, board-approved strategic plan:AdvocacyDiversityEvidence-based practiceInnovationIntegrityInterprofessional collaborationLifelong learningMutual respect The Board (including the Chief Executive Officer as ex-officio member) acts as a unit and should adhere to the ideals of Communication, Disclosure, Professionalism, Support, Trust, and Transparency.AAWC typically works with a strategic plan that is revisited annually and completed within five years. In general, each Board Member must work to “get the job done.”This includes:Developing, revising and following strategic plans in conjunction with annual full Board reviews.Assisting with fundraising efforts, including corporate sponsorship drives. Advocating for the AAWC and recruiting members to the organization.Encouraging attendance to AAWC’s official annual meetings: SAWC Spring and SAWC Fall.Overseeing assigned committee and/or task force projects or programs.Developing yearly plans for assigned projects that are in line with AAWC’s mission and seek to accomplish items on the AAWC strategic plan.Preparing annual budgets for anticipated expenses for the committees and task forces, when applicable.Preparing, in writing, required committee/taskforce reports for the Board as requested (usually twice per year, not including reports needed at separate times for annual reports, newsletters, journals, etc.)Inspiring general members to serve on committees and task forces.Attending the Board of Directors and membership meetings at the SAWC spring and fall.Being present and active on teleconferences, which are typically bi-monthly. (Note that Executive Committee members also meet via teleconference on the months in between Board teleconferences.)Responding in timely fashion to AAWC email correspondence. (The goal is to reply within 48 hours.)Volunteering a portion of time, when possible, to help out and greet members at the AAWC exhibit booth at SAWC spring and fall.Acting as spokesperson for the association when requested and approved by the Board.Placing the collective views of the membership and the full Board above one’s own personal opinion when there is a difference.Maintaining confidentiality.Disclosing actual, apparent or potentially perceived conflicts of interest during discussions and recusing one’s self if appropriate.Reporting extended time away to President and Chief Executive Officer (vacation time, etc.)Dressing in a professional manner for AAWC events.Admitting if any role (including being a Board Member) is too much work for the time one has available and stepping down if necessary.DUTIES AND RESPONSIBILITIES OF THE OFFICERS (EXECUTIVE COMMITTEE)In addition to general Board Member responsibilities, the following duties apply to the President-Elect (who automatically proceeds to the position of President and then Past President), Secretary and Treasurer. Please note: A member must have served on the Board for one full elected term (two years) prior to running for an officer position.Office of President-ElectTerm:The term of office for President-Elect is typically two (2) years. After two years as President, he/she shall succeed to the office of Past President for another two years. Therefore, candidates for President-Elect must understand that this post typically requires a six-year commitment to the organization. Duties and Responsibilities Years 1-2 as President-Elect:Work closely with the Executive Committee and Chief Executive Officer on day to day decisions in between Board meetings, most often via email.Assist the President as assigned or requested.Utilize the President and Past President as mentors in order to prepare for the office of President.Engage with the Chief Executive Officer as a “President-Chief Executive Officer team” to learn internal processes of the organization to prepare for their term as President. Assume the duties of the President if the President is absent or unable to serve for any length of time.Succeed to the office of President for the unexpired portion of the term in the event of the death, resignation, removal, or disqualification of the President.Serve as a SAWC conference planning liaison for AAWC for both SAWC Fall and SAWC Spring, if appointed. Serve on the Personnel Committee and collaborate with the President in annual staff reviews.Assume responsibility to oversee any special initiative or Task Force assigned by the President. Represent the President and organization at key meetings, as requested.Other responsibilities as needed.Years 3-4 as President:Utilize the Past President as a mentor. Mange association business directly with the Chief Executive Officer.Lead meetings and conference calls, ensuring all Board Members have input and ample facts, documentation and/or time for critical decision-making.Develop agendas in concert with the Chief Executive Officer for Board and Executive Committee meetings that tend to policy and necessary decision making first, before discussing reports or old/new business. Seek to establish consensus – make certain all voices are heard.Ensure there is an annual review of the strategic plan (usually at the all-day fall board meeting).Serve as SAWC conference planning chair on AAWC’s behalf, including attending meetings hosted by NACCME, providing feedback on the SAWC Fall program and overseeing the development of the AAWC Clinical Practice Track for SAWC Spring (or appoint an alternate). Ensure there is a multidisciplinary committee (5 members) for these efforts. Propose revisions to the bylaws and/or operations to the Board, appropriate committee(s) and/or staff when applicable.Write president’s messages for journals, newsletters and annual reports as required.Chair the personnel committee, which consists of members of the executive committee. (Monitor the staff, work in tandem with the Chief Executive Officer to ensure a sufficient infrastructure of human and applicable resources and recommend contract/salary/personnel changes to the executive/personnel committee.)Give opening remarks (and PowerPoint presentations) at the SAWC opening ceremonies and present/lead the AAWC membership meetings at same.Serve on the awards committee (which consists of the Past President - Chair, President and Secretary).Be a liaison to international organizations, seek EC and BOD guidance on international matters and related financial commitments, and respond to invitations to speak, attend meetings, etc.Act as a mentor for the President-Elect.Years 5-6 as Past President:Work closely with the Executive Committee and Chief Executive Officer on day to day decisions in between Board meetings, most often via email.Act as a mentor to the President and President-Elect.Continue active participation at all meetings. Chair the Awards Committee (which consists of the Past President, President and Secretary).Chair the President’s Circle – a group of AAWC past presidents and the current president engaged in promoting the organization, preserving its historical evolution and ensuring its financial longevityServe as an SAWC conference planning liaison for AAWC for both SAWC Fall and SAWC Spring, if appointed. Other responsibilities as needed.Office of SecretaryTerm:The Secretary shall serve a term of two (2) years and is eligible for re-election to a second term, but he/she may not serve more than two consecutive terms (or four years) as Secretary.Duties and ResponsibilitiesWork closely with the Executive Committee and Chief Executive Officer on day to day decisions in between Board meetings, most often via email.Record, review and distribute the minutes of all Board of Directors meetings. (This task is delegated to the Chief Executive Officer; however, the Secretary should be prepared to step in should the Chief Executive Officer be unavailable.) Maintain copies of all Board meeting minutes.Maintain a copy of the current AAWC bylaws and have it available for quick reference at all meetings.Maintain a copy of the current strategic plan and have it available for quick reference at all meetings.Serve as editor of the newsletter when an editor is not otherwise assigned by the Board of Directors.Write, edit and submit materials for the association pages in the journals monthly. (This task is delegated to the Chief Executive Officer/Project Manager; however, the Secretary should be prepared to step in should the Chief Executive Officer/Project Manager be unavailable.)Submit written reports to the Board and for annual reports as requested.Prepare the incoming Secretary and be available for assistance through his/her first year in office.Propose revisions to the bylaws and/or operations to the Board, staff and/or appropriate committee(s) when applicable.Serve as an SAWC conference planning member for AAWC for both SAWC Fall and SAWC Spring, if appointed. Serve on the Personnel Committee and participate in annual staff reviews.Serve on the Awards Committee (which consists of the Past President - Chair, President and Secretary).Other responsibilities as needed.Office of TreasurerTerm:The Treasurer shall serve a term of two (2) years and is eligible for re-election to a second term, but he/she may not serve more than two consecutive terms (or four years) as Treasurer.Duties and ResponsibilitiesWork closely with the Executive Committee and Chief Executive Officer on day to day decisions in between Board meetings, most often via email.Work closely with Chief Executive Officer, bookkeeper, and audit firm.Chair the Finance Committee.Monitor Board-approved investments.*Review the disbursement and collection of all money in accordance with the AAWC budget.Sign checks and return them to the business office within 3 business days.Ensure that the bookkeeper makes deposits and pays bills in a timely manner. Report delays to the Executive Committee.Ensure that monthly financial statements are compiled by the bookkeeper in a timely manner.Provide financial statements to the Executive Committee quarterly and/or as needed. Supply reports to the Board no less than every six months (at the in-person meetings.)Work with Chief Executive Officer to oversee the annual audit and tax preparation / filing process.Ensure that 1099s are dispersed by the IRS deadline of February 1st to tax-payers and March 1st to the IRS.Ensure that the financial reports and copies of tax returns are submitted to the IRS by May 15th or by the extended deadline granted by the IRS, when applicable.Send requests for projected budgets to all Board Members and committee chairs each fall.Work with the Chief Executive Officer and Finance Committee in the preparation of a preliminary annual budget from feedback received from members and staff. Present to Board for approval prior to the fiscal year.*Meet with Finance Committee quarterly and/or as needed to review financial information.Submit a treasurer’s report for the annual report to the membership. Present a financial report at the Board and membership meetings held at SAWC.Review accounting procedures annually and suggest improvements where feasible.Propose revisions to the bylaws and/or operations to the Board, staff and/or appropriate committee(s) when applicable.Prepare the incoming treasurer and be available for assistance through his/her first year in office.Serve as an SAWC conference planning member for AAWC for both SAWC Fall and SAWC Spring, if appointed.Serve on the Personnel Committee and participate in annual staff reviews.Other responsibilities as needed.* Annual budgets and changes in investment strategies are to be proposed by the Finance Committee and submitted for approval to the AAWC Board of Directors. ................
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