corporate_citizenship_proposal

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Amplifi PR Canada Inc.

Proposal in Support of a

Canadian Association for Corporate Citizenship/Corporate Social Responsibility

2012-‐04-‐16

inform | involve | inspireengaging communications for inspired change

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2 Canadian Association for Corporate Citizenship/Corporate Social Responsibility

1 Purpose This is a proposal in support of the creation of an Association for professionals involved in the field of Corporate Citizenship and/or Corporate Social Responsibility. It outlines a strategy which will lead to the establishment of an Association Board of Directors.

2 Context The Canadian Association for Corporate Citizenship/Corporate Social Responsibility will be a network of business leaders and Corporate Social Responsibility practitioners who are committed to addressing the world’s social and environmental needs through new standards of business conduct. With provision of the tools needed to address the concerns of all stakeholders, and to move from ‘best practice” to “next practice,” the association will inspire and demand the highest professional standard of integrity and innovation in corporate social responsibility initiatives. The objectives of The Canadian Association for Corporate Citizenship will be to provide opportunities for business leaders and CSR professionals to:

• Share Best Practices • Network and form Communities of Practice

The Association will also: • Provide Thought Leadership • Provide opportunities for Career Development • Establish a Professional Standards of Practice • Develop a Professional Designation • Provide a job board for Practitioners • Engage in research


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Canadian Association for Corporate Citizenship/Corporate Social Responsibility 3

3 Need for an Association It is becoming increasingly apparent that societal expectations of corporations are shifting. These expectations, inspired by consumer access to information through the Internet, and the culture of disclosure fostered by social media, has led to a stakeholder population less willing to accept corporate misdeeds. The result: movement towards a new business paradigm with a values-‐based, ethically charged strategy. Increasing demands, and movement towards the new paradigm, is sparking corporations to be more socially responsible. As firms repurpose their relationship to all stakeholders, and society as a whole, the role of Corporate Social Responsibility (CSR) practitioner has emerged. Business leaders are faced with ambiguity in respect to CSR standards of performance, and this has led to diversity in job responsibilities for the practitioner. Currently, the only Canadian association with a Corporate Social Responsibility mandate is Canadian Business for Social Responsibility. This organization mobilizes Canadian companies to make powerful business decisions and focuses on corporations’ capability to meet many of Canada’s pressing concerns. In contrast, The Canadian Association for Corporate Citizenship will focus on the professional development and networking opportunities for business leaders and practitioners engaged in Corporate Citizenship and Corporate Social Responsibility.

4 Association Catchment Area Initially, the Association will be established in downtown Toronto, thus ensuring accessibility to all practitioners in the Greater Toronto Area. As membership grows, new chapters will be established beyond the GTA, depending upon demand.


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5 Management Team Given the commitment to establishing this initiative, Amplifi will provide the Management Team and Association Management Services. The Management Team sees its mandate as follows: 1. Form a Chapter of the Canadian Association for Corporate Citizenship/Corporate

Social Responsibility in the Greater Toronto Area by early 2013 by: a. Establish an Advisory Board to provide expertise and guidance to the

Management Team in the development of goals and understanding of key issues in the field of Corporate Citizenship/Corporate Social Responsibility.

b. Identify the basic legal and administrative requirements to form a chapter as set out by financial institutions and government, as applicable

c. Draw on precedents and appropriate standards to set up a basic structure and process for establishment

2. Provide the administrative presence and oversight until a member-‐based Board of Directors are established in each region.

3. Facilitate local events and networking to continue the momentum members have created towards forming the new Chapters.

4. Develop and offer programs, keynote luncheons, learning labs, and collaborative peer groups to provide the Corporate Citizenship/Corporate Social Responsibility professional skill-‐development opportunities.

5. Establish alliances with other organizations having related interests and presenting synergistic programming for the professionals of the association.

6. Further professional enhancement opportunities through the appointment of a Certification Committee to develop a Professional Designation Program.

7. Communicate with local members in each region about progress and encourage their involvement in the Chapters.

8. Keep records of meetings, decisions and finances and make them available on request from local members.

9. Produce a transition report for the incoming board, executive or committee at the election of a Board of Directors for the Eastern and Western Chapters, including a statement of finances, outstanding issues and any other information that may assist Chapter growth.

What the association will need in order to meet its mandate:

1. Access to legal advice, if required 2. Capacity to organize events 3. Capacity to manage and account for money 4. Capacity to plan and manage Chapter establishment 5. Capacity to communicate with both the Eastern and Western Chapters


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6. Capacity to report on actions and results 7. Capacity to interact with the Boards of Directors, Committees and Communities of

Practice

6 Proposed Work Plan The following milestones describe work completed to date, and planned to create the Eastern and Western Chapters. February 2012 Meeting with Director of Continuing Education, St. Michael’s College, to

discuss necessity of a Canadian Association for Corporate Citizenship/Corporate Social Responsibility

April 2012 Management Team completes roughed out work plan June 2012 Management Team completes revisions to work plan September 2012 Letters of invitation to potential Advisory Board members October 2012 Draft proposal transmitted to Advisory Board members November 2012 Initial Telepresence meeting of Advisory Board to discuss proposal Mid-‐November Invitations to kick-‐off meeting sent out December 2012 Kick-‐off meeting held in the Greater Toronto Area January 2013 First event held in the GTA January 2013 Boards of Directors Election Called February 2013 Candidates Announced March 2013 Elections April 2013 Induction of elected Board of Directors


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7 Proposed Chapter Structure and Development The following describes the planned governance structure for Chapter development.

1. Executive Committee Roles and Responsibilities

The Executive Committee is made up of the Chair, Vice-‐Chair, Secretary, and Treasurer and up to 5 members-‐at-‐large.

All Executive Committee members are accountable to their Chapter membership. All Executive Committee role descriptions will be reviewed on a regular basis for relevance, effectiveness and necessary changes, and at not less than five [5] year intervals. Executive Committee members will be expected to:

• Promote the objectives of the Canadian Association for Corporate Citizenship/Corporate Social Responsibility

• Promote membership in their respective Chapter • Participate in all Chapter meetings, either in person or by conference call

and contribute to discussion and ratification of all business and other agenda items

• Provide leadership and coordination of special projects of their respective Chapter, as required

• Participate in their respective Chapter sponsored events that may arise in the course of the elected term

• Attend and represent their respective Chapter at various events or conferences as requested

• Provide information and support all communication efforts of their respective Chapter as required

• Chair and/or participate on one or more standing and/or ad hoc committee(s)

7.1.1 Chair The Chair if present, shall act as chair at all meetings of their Chapter and shall communicate with the Management Team on a regular basis regarding the activities and affairs of the Chapter. The Chair will also have other powers and duties as specified.


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Her/his primary areas of responsibility are to:

• Act as chair at all meetings of the Chapter Executive Committee and of the General Members

• Provide oversight for implementation of Chapter activities and act as spokesperson and represent the Chapter at conferences, meetings or other public functions

• Declares a motion or resolution carried or lost. This statement is final, and does not have to include the number of votes for and against the motion or resolution

• Works with the Management Team, Secretary and Vice-‐Chair in preparing agendas and reviewing draft meeting minutes

• Works with the Management Team, Treasurer and other Executive Committee members in preparing and reviewing the annual budget for the Chapter

• Ex Officio member of all sub and working committees of the Executive Committee

• Signs agreements and financial transactions as an officer of the Executive Committee

Evaluation of the Chair: The Chair, at the beginning of their term, will set out her/his objectives for the following year and report on the outcomes of the previous year’s activities if this is not the year of her/his election to her/his first term.

7.1.2 Past Chair

This position shall be held by the immediate Past Chair of the Executive Committee, if such immediate Past Chair is able and/or willing to serve. He or she shall assist the incoming Chair in the carrying out of the Chair’s duties and shall have such other powers and duties as may be determined by the Board from time to time.


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7.1.3 Vice-‐Chair The Vice-‐Chair shall, in the absence or disability of the Chair, perform the duties and exercise the powers of the Chair and shall perform such other duties as shall from time to time be assigned upon him/her by the Executive Committee. Her/his primary areas of responsibility are to:

• Chairs the General meetings of the Chapter in the absence of the Chair • Assumes the duties of the Chair in her/his absence • Develops meeting agendas and reviews draft meeting minutes in

consultation with the Chair and Secretary • Assists in coordinating the planning of Chapter events • Assists in preparing the budget for the Chapter • Takes lead and/or participates on sub-‐committees regarding specific

initiatives, as required • Signs agreements and financial transactions as an officer of the Executive

Committee

7.1.4 Secretary The Secretary shall attend and be the secretary of all meetings of the Executive Committee, of any committee thereof and of the General Members (except in such cases where the Secretary shall be presiding as Chair of such meeting in the absence of the Chair) and shall enter or cause to be entered in records kept for that purpose minutes of all proceedings thereat; the Secretary shall work with the Management Team regarding all notices to the Executive Committee and General Members, and members of sub-‐committees; the secretary shall be the custodian of all books, papers, records, documents and instruments belonging to the Chapter, except when some other member or the Management Team has been appointed for that purpose; the Secretary shall have such other powers and duties as the Executive Committee may specify.

His/her primary areas of responsibility are to:

• Record minutes of all meetings of the general and Executive Committee meetings

• The minutes should include the decisions and reasons for those decisions • Reviews/monitors and verifies accuracy of meeting minutes with the

Executive Committee, and ensures minutes are distributed to members of the Executive Committee shortly after each meeting


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• Prepare and sign correspondence as required and identified by the Executive Committee

• Maintains official records of the Executive Committee including ensuring effective storage and management of Chapter records. This record contains minutes from all meetings of the Executive Committee. This also includes working with the Treasurer to obtain the Annual Financial Report and filing. Books or records must be made available within a reasonable time frame to any member wishing to inspect the books or records

• Participation in Executive Committee meetings, either in person or by conference call and at general meetings

• Remains sufficiently familiar with Chapter requirements to note applicability during meetings and to ask questions when something isn’t clear or seems questionable

• Determines I there is a quorum at general meetings by reviewing membership status of participants

• Takes lead and/or participates on sub-‐committees regarding specific initiatives, as required

• Signs agreements and financial transactions as an officer of the Executive Committee

7.1.5 Treasurer The Treasurer shall keep proper accounting records and shall work with the Management Team in regards to the deposit of money, the safekeeping of securities and the disbursement of the funds of the Chapter. The Treasurer shall render to the Executive Committee whenever required an account of all transactions involving the Chapter and of the financial position of the Chapter. The Treasurer shall have such other powers and duties as the Executive Committee may specify.

Her/his primary areas of responsibility are to:

• Manage and report at each Executive Committee meeting on the Chapter finances and ensure that appropriate financial policies are created and are being followed

• Hold the original financial records and documents of the Chapter subject to external audit in safekeeping

• Ensure the Annual Financial Report is prepared by the Auditor


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• Ensure preparation and submission of Income Tax and GST/HST forms to Revenue Canada, in conjunction with the Auditor

• Ensure the original financial records and documents of the Chapter are maintained in safekeeping

• Present the Annual Financial Report at the Annual General Meeting in consultation with the Auditor

• Maintains and manages all bank accounts and investments • Leads the preparing of the budget for the Chapter • Monitors expenditures against the approved budget and reports to the

Executive Committee and general membership on finances • Oversees all financial transactions and pays all the bills duly authorized

(by cheque, funds transfer, wire, etc) • Co-‐signs all Chapter cheques with one of two other authorized signatories • Takes lead and/or participates on sub-‐committees regarding specific

initiatives, as required • Ensures that in situations where the Chapter retains services, that an

open and competitive process takes place • Signs agreements and financial transactions as an officer of the Executive

Committee

7.1.6 Member(s) at Large The members at large will be members of the Executive Committee with full voting rights. Their area of responsibility will be to actively contribute to the functioning of the Executive Committee and to the management and development of the Chapter, in accordance with responsibilities outlined in section 7.1, above. Members at large shall not be considered an “officer” for purposes of entering not agreements or financial transactions.

2. Executive Committee Election Process Election of the first Executive Committee will follow the steps listed below. Subsequent elections will be governed by the By-‐Laws and procedures established during the first term of the Executive Committee.

a. The Management Team will act as a Nominating Committee and shall appoint a Nominating Committee Chair

b. The Nominating Committee Chair shall forthwith make a call for nominations from members by publishing a description of the names, terms, roles and responsibilities


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of the founding Executive Committee and a deadline for the close of nominations, no earlier that 4 weeks from the date of the call for nominations: I. Nominators and nominees must be members in good standing and included

in the list of Chapter members II. Nominations must be received in writing or e-‐mail and accepted by the

nominee in writing or e-‐mail III. Any nomination must include:

i. A brief (no more that two paragraph) statement of the nominee’s qualifications and interests in serving on the Executive Committee in a reproducible format, and;

ii. A statement confirming the nominee has read and understood the roles and responsibilities of the Executive Committee

iii. Self-‐nominations will be accepted c. At the close of nominations the Chair of the Nominating Committee will post a list of

all nominations on the Chapter website, including the statement of qualifications provided together with instructions for members to obtain and cast ballots and the deadline for casting ballots

d. Where the number of nominees is equal to or less than the number of roles on the Executive Committee, the Chair of the Nominating Committee shall immediately declare the nominees as affirmed, or,

e. At least ten (10) days prior to the deadline to cast ballots the Nominating Committee shall select a Returning Officer, a Deputy Returning Officer and Scrutineer, whose responsibilities will be to count the ballots received by 5:00 pm on the date of the deadline

f. Where possible, voting will be conducted online g. No later that 5 days after the deadline for receipt of ballots, the Returning Officer

shall notify the nominees, the Management Team and the Management Team of the results of the election, and post the election results on the Chapter website

h. No later that thirty (30) days after the posting of the election results, the Management Team and Executive Committee shall meet and will transfer all Chapter records and signing authorities for bank accounts

i. The Executive Committee shall be accountable for the affairs of the Chapter as of the date of transfer

j. The Executive Committee shall meet and determine the individuals to fill the roles of the Executive Committee and communicate their selection to the Management Team within thirty (30) days of the transfer

3. Committees and Task Teams Committees are standing and ad hoc committees charged with specific tasks.


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Committees and Task teams may be created by the Executive Committee to address a specific issue or project. The Executive Committee will be tasked with defining a scope, a specific mandate and deadlines for each Committee or Task team, and appointing a Committee Cahir. Committees may include Chapter Communication, Member Development/Outreach, Events, and Finance Committee. Task teams may or may not include Executive Committee members.

4. Executive Committee Meeting Practices

7.4.1 A Collaborative Leadership Environment Executive Committee members shall participate in regularly scheduled meetings. Not each and every person who joins the Executive Committee may have specific and/or extensive expertise on each and every issue that comes before it. Members are however, expected to e prepared for meetings by reviewing agendas and informing themselves about the issues to be discussed to the very best of their ability. Additionally, members are expected to actively participate, by sharing their views and by listening and considering those of other Executive Committee members, in order to promote a healthy discussion and wise decision-‐making. This will help to foster a collegial and collaborative environment.

7.4.2 Supporting Consensus The Executive Committee is committed to effective decision-‐making and, once a decision has been made, speaking with one voice. Towards this end board members will:

• Speak from broad member and community interests • Speak for themselves (“my own thinking on this is that…”) rather than for a group of

members • Express additional or alternative points of view and invite others to do so as well • Refrain from “lobbying” other board members outside of meetings that might have

the effect of creating factions and limiting free and open discussion • On important issues, be balanced in one’s effort to understand others and to make

oneself understood • Once made, support, indeed defend, Executive Committee decisions, even if one’s

own view is a minority one • Not disclose or discuss differences of opinion on the board outside of meetings,

especially with the Management Team, volunteers or clients. (For this reason information on who votes for and against any particular motion will not be recorded in meeting minutes unless a director requests it.)


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• Respect the confidentiality of information on sensitive issues especially in personnel matters

• Refrain from speaking for the organization unless authorized to do so

5. Conflict of Interest Members of the Executive Committee and Management Team are expected to reveal any personal, family or business interests that they have, that, by creating a divided loyalty, could influence their judgment and hence the wisdom of decisions. A conflict of interest exists wherever an individual could benefit, dis-‐proportionally from others, directly or indirectly, from access to information or from a decision over which they might have influence or, where someone might reasonably perceive there to be such a benefit and influence. Examples of possible conflict of interest situations may include:

• An Executive Committee member has a personal or business relationship with the Chapter as a supplier of goods or services or as a landlord or tenant

• A Management Team member has a personal or financial relationship with a member of the Chapter or its Executive Committee outside the workplace

• The Chapter is employing someone who is directly related to an Executive Committee member

Conflicts of interest (real and perceived) are unavoidable and should not prevent an individual from serving as an Executive Committee or staff member unless the extent of the interest is so significant that the potential for divided loyalty is present in a large number of situations.

7.5.1 Procedure for Handling a Conflict of Interest

A. Members of the Executive Committee and Management Team have a duty to disclose any personal, family, or business interests that may, in the eyes of another person, influence their judgment.

B. The Executive Committee as a whole has a duty to disclose specific conflicts of interests to Association members, the Management Team and external stakeholders where that interest may in their judgment, affect the reputation or credibility of the organization, and to disclose the Executive Committee’s procedure for operating in the presence of such conflicts.


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C. Executive Committee members and the Management Team have a duty to exempt

(recuse) themselves from participating in any discussion and voting on matters where they have, or may be perceived as having, a conflict of interest. Such exemptions should be recorded in minutes of meetings.

D. Any business relationship between an individual (or a company where the

individual is an owner or in a position of authority) and the Chapter, outside of their relationship as an Executive Committee or Management Team must be formalized in writing and approved by the Executive Committee.

6. Dispute Resolution

7.6.1 Preamble In all interactions where Executive Committee members are representing the Chapter, they are expected to conduct themselves in a manner that promotes open and respectful dialogue. The Association values diversity and recognizes that different perspectives shared in an open dialogue can result in innovative and sustainable outcomes. It is also possible that different perspectives could result in a conflict that could impact the Chapter’s operations. Conflict could arise among Executive Committee members, between Executive Committee members and the Management Team, or between Executive Committee members or staff and external stakeholders. Following are guidelines for the resolution of dispute issues that impact Chapter operations. The intent of the guidelines is to promote the informal resolution of these issues so that relationships are maintained and long-‐term sustainable outcomes are achieved.

7.6.2 Guidelines for Dispute Resolution If a dispute arises which impacts, or has the potential to impact, the operations of the Chapter, it is expected that the Executive Committee members involved will make every effort to talk with the other party directly to resolve the matter. The Executive Committee members will be expected to initiate contact with the other party as soon as practical, and to have an interest-‐based discussion that focuses on the issue to be resolved.

If the issue is not resolved during that discussion, the parties will request, or the Chair or Vice-‐Chair of the Executive Committee propose a meeting (either face-‐to-‐face or by telephone) with the parties involved to discuss the issue. The Chair or Vice-‐Chair will act as facilitator for the discussion to assist the parties in identifying the interests of each, and to work toward a resolution that is acceptable to all parties. The Chair or Vice-‐ Chair would


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only take on the role of facilitator where they are not one of the parties in the dispute.

If the issue remains unresolved after a meeting facilitated by the Chair or Vice-‐Chair, the Executive Committee member involved will request the services of a mediator. Unless otherwise agreed by the parties, the mediation will be conducted according to the National Mediation Rules 2011. (http://www.adrcanada.ca/resources/documents/National_Mediation_Rules_2011April15_ 000.pdf)

7.7 Financial Management Policies and Procedures

7.7.1 Roles & Responsibilities 1. Treasurer -‐ As described in Section 7.1.5, the Treasurer will be responsible for keeping proper accounting records and developing financial policies and procedures, in compliance with the Management Team and applicable government regulations, and for the deposit of money, the safekeeping of securities and the disbursement of the funds for the Chapter. Treasurer will also be responsible for all financial reporting; to the Executive Committee, the membership and as required by government regulation.

2. Finance Committee -‐ The Executive Committee may elect to appoint a Finance Committee to share the responsibilities of the Treasurer, including the development of financial policies and procedures, annual budget development, bookkeeping and accounting tasks.

3. Signatories -‐ All financial documents, contracts, obligations and other legal documents to be signed on behalf of the Chapter must be signed by officers of the Executive Committee. The Management Team has selected four officers as signatories, namely Chair; Vice-‐Chair, Secretary and Treasurer. Banking transactions must be signed by any two of the four signatories.

7.7.2 Budget Process A. The Treasurer will be responsible for preparing the proposed annual budget and

cash-‐flow projections, with input from Committee Chairs. The Executive Committee will develop budget estimates for all operating expenses not covered by standing or ad hoc committees.

B. Committee Chairs are responsible for submitting detailed budget estimates for their Committee’s area of responsibility to the Treasurer. Where possible, spending


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projections should be broken down by quarter.

C. Budgets estimates that include goods or services costing in excess of $2000 should be supported by written estimates or quotations.

D. The Treasurer will present a recommended annual budget to the Executive Committee for approval.

7.7.3 Contracts for Goods & Services A. Expenditures that require a signed contract must be taken to the Executive Committee for prior approval.

B. Only the members of the Executive Committee are authorized to sign contracts on behalf of the Chapter.

7.7.4 Cost Management and Tracking 1. Committee Chairs are responsible for managing the funds allocated to their committee through the Executive Committee-‐approved budget.

2. Chairs can approve expenditures that are within the budget allocation. Any increase in the amount of a line item by more than 5% must be submitted to the Treasurer for review and recommendation to the Executive Committee.

3. To enable cash-‐flow management, Committee Chairs must:

• notify the Treasurer of financial commitments or expenditures in advance • on a quarterly basis, provide revised spending projections, broken down by month

or quarter • work with the Treasurer to determine whether expenses are paid directly by

Management Team or by a Board member for future reimbursement.

4. The Treasurer will be responsible for tracking the financial commitments made by the various Committees and ensuring sufficient funds are available to cover these commitments. The Treasurer will bring concerns regarding cash flow to the attention of all the Committee Chairs as needed and to the Executive Committee when budget adjustments may be required.


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7.7.5 Payments for Goods & Services

1. Invoices for expenses to be paid directly by the Chapter must be reviewed and approved by the Executive Committee, then submitted to the Treasurer for payment.

2.Invoices must include a breakdown of the good, services and sales taxes included.

7.7.6 Reimbursement of Expenses

1. Expenses paid by Committee members can be submitted to the Treasurer for reimbursement on a monthly basis. The Executive Committee is responsible for reviewing and approving the expense claims. Expenses that fall outside of the mandate of a specific committee must be approved by the Executive Committee. Expense claims will be paid within 30 days of receipt unless otherwise agreed by the Executive Committee Member.

2. All expense claims must include documentation such as an invoice or sales receipt and must include the amount of sales tax (GST, HST, PST) paid. Credit card receipts that do not indicate the tax amount will not be accepted.

7.7.7 Reporting

1. The Treasurer will provide regular financial reports to the Executive Committee. As required, these reports may include actual expenditures vs. budget, cash-‐flow analysis, overall financial position or an account of all transactions involving the organization.

2.The Treasurer will ensure proper statements of accounts are produced, audited and available for review by members at the Annual General meeting and filed with relevant government agencies.


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8 Communications Plan This section outlines the communications strategy proposed by the Management Team to meet its mandate identified in Section 1 above. Specifically, the communications tools proposed will:

• Provide local members with information on the formation of a local chapter • Seek input from members on the work plan • Facilitate local events and networking • Promote learning opportunities outside of the Association

8.1 Audience Communication updates and invitations to participate in Chapter formation activities will be sent to all members within the geographic catchment area. Communications will also be sent to non-‐ members who have expressed an interest in the organization and/or a local chapter.

The Management Team will maintain a list of active Association members, and a list of non-‐ members, for the express use of contacting individuals for Chapter purposes.

A Chapter specific email address will be setup to allow for a one-‐window approach to communication and facilitate a smooth transition of communications to the Chapter Board

8.2 Communication Tools Communication Tool

What do we want to Achieve?

Content Frequency

Email Newsletter Provide timely information updates regarding Chapter formation progress, and opportunities for feedback

August – invitations to kick-‐off event December – information on, and invitation to, the November event January – Call for nominations for Chapter February – Advertise March election

As per schedule


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9 Proposed Funding Budget The Chapters have prepared a funding proposal with estimated costs in order to establish themselves as new Chapters in Ontario and Alberta. It has been prepared with the understanding that funds will be sourced through sponsors and grants. Revenue targets will be:

• Founding partners $25,000 (target 4 – 6) • Sponsors $7,500 (target of 10 sponsors) • Members $400 (target of 200 members) • Webinars $250 per person (target of 10 webinars

in the first year)

As founder of the organization, amplifi PR Canada Inc. will provide management services, public relations, and membership recruitment for the Association. An Advisory Board will support the Management Team, and a volunteer Implementation Task Force will be formed from the membership to plan and implement Association strategies and activities. The Implementation Task Force will represent the interests of all members and develop programs to meet their specific needs.

• An annual management fee of ($ ) will be incurred which will cover staffing and administrative costs, event/meeting room rental and catering costs.

Based on the foregoing, the chart below outlines how the funds would be spent. It should be noted that the Chapters plan to collaborate regarding teleconferencing and webinar services. If the Chapters are able to reduce costs through a mutually beneficial

March – Election and announce results

Chapter Website Provide information updates, background on Chapter formation and documents available for review

Geographic Region Chapter Contact Chapter Formation News and Events Work Plan

Updated as information becomes available


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arrangement, services will be maintained over a longer period of time, therefore adding to the sustainability of the Chapters.

Activity Timing Total cost Potential Net cost Estimate Sponsorship Chapter development Teleconferencing for Present - $950 $950 $0 Meetings/webinars April 2013 Election March 2013 $50 $50 $0 Advisory Board Event Teleconferencing June 2012 $50 $0 $50 Meet & Greet June 2012 $300 $0 $300 Executive Committee Event (Executive Committee only) Post-election planning April/May $400 $400 $0 session TOTAL $1750 $1400 $350

CONTACT INFORMATION FOR MANAGEMENT COMMITTEE: Lois Shaw [email protected]


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