CAPA Board of Directors and Officers Nomination Criteria and Code of Conduct

PART I

What it Takes – CAPA Directors and Officers

This is not intended to be an all inclusive list of the qualities needed to successfully participate as a member of the CAPA Board of Directors or Trustees.

Commitment: Serving as an association leader is an honor and a reward, but it requires a demonstrated commitment to the organization and its mission and goals.

Time to Serve: Participating fully in association activities requires extra time to prepare for, travel to, and attend meetings.

Sound Judgment and Integrity: In many instances, popularity brings potential leaders into the limelight of the association. But popularity must be tempered with good judgment and integrity: Decisions may need to be made that are not popular among the members.

Proven performance: Leadership requires knowledge, talent, skill, vitality and the ability to make a difference. In the association environment, that translates into a solid track record of contributing to the success of programs, events, or projects.

Good Health: The often hectic and strenuous pace of volunteer leadership requires a good mental and physical condition.

Understanding of Team Work: Many people contribute their efforts toward the realization of an association’s goals and objectives – no one does it alone. Well-developed interpersonal and communication skills are essential to effective team work.

Communication and Teaching Skills: By virtue of their position, current leaders serve as mentors and teachers to future leaders. Enthusiasm and a passion for the mission and goals of the association are visible characteristics that people can emulate.

Ability to Think Strategically: This is for the good of the whole organization and not particularly for a constituency they may represent. Volunteer leaders must be able to leave personal agendas and politics at the door in order to work on behalf of the organization.

Ability to Subordinate Special Interests: Leaders often emerge because of their special expertise or effective representation of a specific membership constituency. Leadership, however, may require subordinating those special interests for the greater good of the entire association.

Exemplary Personal Conduct: Leaders’ behavior and attitudes can greatly influence others in the association. As a result, it’s vital for them to have and exhibit a sensitivity to race, ethnic, gender, age and other human differences and they must possess good listening skills.

Support Systems: The extra efforts required of volunteer leaders involve a substantial time commitment. Not only does this need to be understood by the person’s employer but also by his or her family.

Vision: Visionary leaders must see past daily operations to focus on the larger needs of the organization. This provides momentum to move the organization’s mission and goals forward with effective governance.

Tenure: The final consideration relates to the end of a volunteer’s leadership tenure: the ability to bow out gracefully. Nothing can be more fractious to an association than a leader who continues to lead after his or her term has concluded.

PART II

Election Process – Knowledge Base and Code of Conduct

Director and Officer candidates shall not engage in conduct that could be construed as a conflict of interest or that reflects negatively on the association or the industry.

As a CAPA Board Member I Understand that:

  1. I am fiscally responsible, with other Board members, for this organization;
  2. I know my legal and fiduciary responsibilities for CAPA;
  3. I accept the Bylaws and policies of CAPA and understand that I will be morally responsible for the health and well-being of this organization;
  4. I will actively promote CAPA and encourage and support its staff;
  5. I will attend Board meetings, be available for phone consultation, and serve on at least one committee; and
  6. I will abide by the Articles of Incorporation, Bylaws and Board approved Policies of CAPA.

During the Election Process I will:

1. Prepare an official written communication to the membership to be published in the CAPA Newsletter and with the CAPA Official Ballot. This communication shall:

A. Be no longer than 500 words;
B. Contain facts and information regarding my personal qualifications and goals for serving on the CAPA Board of Directors;
C. Not reference by name or off ice other past or current candidates; and
D. Be subject to review and approval by both the nomination/election and publication committee.

2. Refrain from political or election related statements or discussion on the CAPA member email communication system or by direct mail to the membership.

PART III

Board Member’s Responsibilities

Set direction

  • Determine and oversee the organization’s mission, vision and values
  • Support the organization’s mission, vision and values
  • Ensure the budget adequately reflects the organization’s program priorities Communicate with management, staff, volunteers and the community if the organization’s direction or focus changes

Ensure necessary resources

  • Develop a fundraising strategy and policy to support the mission
  • Actively participate in fundraising activities
  • Enhance the organization’s public standing
  • Confirm the board’s composition reflects the strategic needs of the organization
  • Verify that the executive leadership team reflects the organization’s strategic management needs

Provide oversight

  • Have proper procedures and policies in place for financial oversight
  • Adopt a conflict of interest policy and disclosure process for board members and senior staff and make sure all conflicts are reported
  • Ensure legal and ethical integrity and maintain accountability
  • Determine the organization’s programs and services
  • Regularly monitor and evaluate the organization’s programs and services
  • Support the executive director and assess his or her performance regularly

Board Operations

  • Focus on governance, not management
  • Have clear roles and responsibilities between the board and the executive director/staff
  • Update committee structure to meet current and future organizational needs Recruit and orient new board members
  • Provide ongoing training to all board members
  • Actively monitor board skill sets and needs
  • Use vacancies strategically to improve overall board quality