NATIONAL COOPERATIVE BUSINESS ASSOCIATION
POLICY MANUAL
(As Amended by the Board of Directors at its September 1999 Board Meeting)
Printed January 19, 2000
NATIONAL COOPERATIVE BUSINESS ASSOCIATION
POLICY MANUAL
ALPHABETICAL INDEX
TITLE SECTION PAGE
ACCOUNTING PROCEDURES. V.3. 42
ACTIVE MEMBER DUES IV.3. 27
APPENDIX 66
ASSOCIATE MEMBER DUES IV.4. 36
AUDIT V.4. 43
AUDIT COMMITTEE II.6.B 14
AUTHORITY OF DIRECTORS II.1. 7
AUTHORITY TO SET AND REVISE POLICY I.1. 4
BANK ACCOUNTS/SIGNATORIES V.2. 42
BONDING AND INSURANCE V.11. 48
BORROWING V.8. 47
BUDGET/CONTROL OF RESOURCES V.9. 47
CONTRACTS VI.3. 52
COOPERATIVE DEVELOPMENT COMMITTEE II.6.A 14
COOPERATIVE HALL OF FAME AND HISTORICAL SOCIETY VIII.1. 57
COST ALLOCATION V.17. 50
DEPOSITS V.12. 48
DEPRECIATION V.14. 49
DISBURSEMENTS V.13. 48
DISSEMINATION OF FINANCIAL INFORMATION V.1. 42
DRUG-FREE WORKPLACE ACT VII.3. 55
DUES PAYMENT IV.2. 26
EQUAL EMPLOYMENT OPPORTUNITY VII.2. 54
EXECUTIVE COMMITTEE II.5. 11
FEDERATED MEMBERSHIPS IV.6. 37
FINANCIAL STATEMENTS V.6. 46
HARDSHIP PROVISION IV.7. 38
HONORED PAST DIRECTOR II.11 20
INDIVIDUAL MEMBER DUES IV.5. 37
INTERNATIONAL DEVELOPMENT COMMITTEE II.6.C. 15
NTRODUCTION 2
INVESTMENT MANAGEMENT V.5. 43
MEETINGS OF THE BOARD OF DIRECTORS II.4. 10
MEMBERSHIP APPLICATION, APPROVAL/REJECTION IV.1. 26
MEMBER SERVICES COMMITTEE II.6.E. 16
MEMBERSHIP OF NON-U.S. COOPERATIVES IV.8. 38
NECROLOGY IX.3. 65
TITLE SECTION PAGE
NOMINATING COMMITTEE: NOMINATIONS AND ELECTIONS
PROCESS III.1. 23
OMBUDSMAN V.10. 47
ORGANIZATION, DISTRIBUTION, AND MAINTENANCE OF POLICY
MANUAL I.2. 4
OVERSEAS DELEGATIONS IX.1. 61
PAYROLL V.16. 50
PERSONNEL POLICY MANUAL VII.1. 54
PUBLIC POLICY COMMITTEE II.6.D 16
PROCESS FOR BOARD-APPOINTED DIRECTORS II.2. 7
PROCUREMENT VI.1. 52
RECORD RETENTION V.15. 49
RELATIONSHIP TO RELATED ENTITIES II.10. 20
RESERVES V.7. 46
RESOLUTIONS COMMITTEE III.2. 24
RESPONSIBILITIES OF DIRECTORS II.3. 8
RESPONSIBILITIES OF THE PRESIDENT/CEO OF THE BOARD II.8. 19
SERVICE ON MEMBER BOARDS VII.4. 55
STAFF LIAISON RESPONSIBILITIES II.7. 18
STANDING BOARD COMMITTEES II.6. 13
STUDY TOUR PARTICIPANT SELECTION CRITERIA IX.2. 63
SUSPENSION AND TERMINATION IV.9. 39
TABLE OF CONTENTS 1
TRAVEL AND RELATED EXPENSES II.9. 20
TRAVEL VI.2. 52
NATIONAL COOPERATIVE BUSINESS ASSOCIATION
POLICY MANUAL
NUMERIC INDEX
SECTION/TITLE PAGE
TABLE OF CONTENTS 1
INTRODUCTION 2
I. GENERAL POLICY
I.1. AUTHORITY TO SET AND REVISE POLICY 4
I.2. ORGANIZATION, DISTRIBUTION, AND MAINTENANCE OF POLICY MANUAL 4
II. BOARD OF DIRECTORS
II.1. AUTHORITY OF DIRECTORS 7
II.2. PROCESS FOR BOARD-APPOINTED DIRECTORS 7
II.3. RESPONSIBILITIES OF DIRECTORS 8
II.4. MEETINGS OF THE BOARD OF DIRECTORS 10
II.5. EXECUTIVE COMMITTEE 11
II.6. STANDING BOARD COMMITTEES 13
II.6.A. COOPERATIVE DEVELOPMENT COMMITTEE 14
II.6.B AUDIT COMMITTEE 14
II.6.C. INTERNATIONAL DEVELOPMENT COMMITTEE 15
II.6.D. PUBLIC POLICY COMMITTEE 16
II.6.E. MEMBER SERVICES COMMITTEE 16
II.7. STAFF LIAISON RESPONSIBILITIES 18
II.8. RESPONSIBILITIES OF THE PRESIDENT/CEO TO THE BOARD 19
II.9. TRAVEL AND RELATED EXPENSES 20
II.10. RELATIONSHIP TO RELATED ENTITIES 20
II.11. HONORED PAST DIRECTOR 20
III. DELEGATE COMMITTEES
III.1. NOMINATING COMMITTEE: NOMINATIONS AND ELECTIONS PROCESS 24
III.2. RESOLUTIONS COMMITTEE 24
IV. MEMBERSHIP
IV.1. MEMBERSHIP APPLICATION, APPROVAL/REJECTION 26
IV.2. DUES PAYMENT 26
IV.3. ACTIVE MEMBER DUES 27
IV.4. ASSOCIATE MEMBER DUES 36
IV.5. INDIVIDUAL MEMBER DUES 37
IV.6. FEDERATED MEMBERSHIPS 37
IV.7. HARDSHIP PROVISIONS 38
IV.8. MEMBERSHIP OF NON-U.S.A. COOPERATIVES 38
IV.9. SUSPENSION AND TERMINATION 39
IV.10. HONORED COOPERATOR AWARD 41
SECTION/TITLE PAGE
V. FISCAL
V.1. DISSEMINATION OF FINANCIAL INFORMATION 42
V.2. BANK ACCOUNTS/SIGNATORIES 42
V.3. ACCOUNTING PROCEDURES 42
V.4. AUDIT 43
V.5. INVESTMENT MANAGEMENT 43
V.6. FINANCIAL STATEMENTS 46
V.7. RESERVES 46
V.8. BORROWING 47
V.9. BUDGET/CONTROL OF RESOURCES 47
V.10. OMBUDSMAN 47
V.11. BONDING AND INSURANCE 48
V.12. DEPOSITS 48
V.13. DISBURSEMENTS 48
V.14. DEPRECIATION 49
V.15. RECORD RETENTION 49
V.16. PAYROLL 50
V.17. COST ALLOCATION 50
VI. ADMINISTRATIVE
VI.1. PROCUREMENT 52
VI.2. TRAVEL 52
VI.3. CONTRACTS 52
VII. PERSONNEL
VII.1. PERSONNEL POLICY MANUAL 54
VII.2. EQUAL EMPLOYMENT OPPORTUNITY 54
VII.3. DRUG-FREE WORKPLACE ACT 55
VII.4. SERVICE ON MEMBER BOARDS 55
VIII. RELATED ENTITIES
VIII.1. COOPERATIVE HALL OF FAME AND HISTORICAL SOCIETY 57
IX. OTHER
IX.1. OVERSEAS DELEGATIONS 61
IX.2. STUDY TOUR PARTICIPANT SELECTION CRITERIA 63
IX.3. NECROLOGY 65
APPENDIX 62
TABLE OF CONTENTS
INTRODUCTION
INDEX
I. GENERAL POLICY
II. BOARD OF DIRECTORS
III. COMMITTEES
IV. MEMBERSHIP
V. FISCAL
VI. ADMINISTRATIVE
VII. PERSONNEL
VIII. RELATED ENTITIES
IX. OTHER
APPENDIX
INTRODUCTION
The purpose of this manual is to establish and set forth, in a form suitable for easy reference, the policies adopted by the board of directors (at times referred to in this manual as "the board") for the guidance of the board, management, employees, and members of the Association. The Association is incorporated under the District of Columbia Non-Profit Incorporation Act, as the Cooperative League of the U.S.A., doing business as National Cooperative Business Association (NCBA) and shall at times be referred to in this manual as "the Association."
These policies relate to the governance, operations, and management of the Association and are adopted by the board under the authority granted it by the District of Columbia.
The policies are inviolate and may be altered only by the Association's board, unless there is a conflicting provision in the statutes of the District of Columbia, in which case that shall take precedence over any provisions of these policies.
The manual is limited to broad policy and includes only those procedures essential to the implementation of policy.
For purposes of this manual:
• a policy shall be defined as a settled course adopted and followed by the Association;
• a procedure shall be defined as the manner or method of proceeding to implement the policy.
SUMMARY OF CONTENTS
I. GENERAL POLICY
1. AUTHORITY TO SET AND REVISE POLICY
2. ORGANIZATION, DISTRIBUTION, AND MAINTENANCE OF POLICY MANUAL
I.1. AUTHORITY TO SET AND REVISE POLICY
Adopted: 4/29/85
Policies are effective only through board approval. Policies may be adopted, revised, expanded, amended or deleted at any regular or special meeting of the board by a majority vote of the board.
The President/CEO is responsible for identifying the need for new or revised policies and coordinating their dissemination. The President/CEO shall notify, when necessary and required, all employees of the Association whenever revisions, additions, amendments, and/or deletions are made and shall approve the inclusion of the policy document in this manual.
One official copy of this document shall be maintained at the office of the President/CEO and kept current with all changes of policy reflected.
I.2. ORGANIZATION, DISTRIBUTION, AND MAINTENANCE OF POLICY MANUAL
Adopted: 4/29/85
The Policy Manual will contain the following sections:
General Policy
Board of Directors
Committees
Membership
Fiscal
Administrative
Personnel
Related Entities
Other
I.2. (continued)
The various sections are made up of Standard Policies issued in the format of this statement.
All policies of the same title will maintain the same number when revised, with the added date of the revision; and all policies will be listed in a numerical and alphabetical index.
Senior staff members are expected to maintain a current copy of the Policy Manual. When a senior staff member's employment terminates, the manual is to be returned to the President/CEO. No copies shall be made, and the manual will be considered confidential.
Distribution of manuals is the responsibility of the President/CEO.
SUMMARY OF CONTENTS
II. BOARD OF DIRECTORS
1. AUTHORITY
2. PROCESS FOR BOARD ELECTED DIRECTORS
3. RESPONSIBILITIES OF DIRECTORS
4. MEETINGS OF THE BOARD OF DIRECTORS
5. EXECUTIVE COMMITTEE
6. STANDING BOARD COMMITTEES
6.A. COOPERATIVE DEVELOPMENT COMMITTEE
6.B. AUDIT COMMITTEE
6.C. INTERNATIONAL DEVELOPMENT COMMITTEE
6.D. PUBLIC POLICY COMMITTEE
6.E. MEMBER SERVICES COMMITTEE
7. STAFF LIAISON RESPONSIBILITIES
8. RESPONSIBILITIES OF THE PRESIDENT/CEOTO THE BOARD
9. TRAVEL AND RELATED EXPENSES
10. RELATIONSHIP TO RELATED ENTITIES
11. HONORED PAST DIRECTOR
II.1. AUTHORITY OF DIRECTORS
Adopted: 4/29/85
The corporate authority, business, and property of the National Cooperative Business Association shall be exercised, conducted, and controlled by the board of directors, except as otherwise provided by law.
The board, as the legal representative of the Association, is responsible for the establishment of broad objectives and goals for the Association, including policies, programs, and budgets, as are required for fulfillment of its responsibility for the business of the Association.
The board makes decisions affecting the Association's fiscal structure, resource allocations, and other financial matters and is responsible for executive management selection and appraisal, development of the Association, program diversification, and for making all decisions not otherwise delegable.
II.2. PROCESS FOR BOARD-ELECTED DIRECTORS
Adopted: 7/27/89
Revised: 7/21/94
The purpose of the board electing additional directors to the NCBA board is to provide for balance and supplemental expertise on the board.
The Bylaws provide for no more than nine (9) elected directors. It should be emphasized that less than nine (9) may be elected to fulfill the requirements of board participation.
The considerations for selection are:
• Cooperative sector balance
• Specific expertise
• Geographic balance
II.2. (continued)
• Current NCBA activities or strategies
• Expected participation
• Specific influence
• Social and demographic balance
• Low-income, racial, and gender balance
Following the annual meeting and the reorganization meeting of the board, the board chair will receive and record all suggestions for board elected seats from any qualified source. The board chair, in consultation with the vice chairs, reviews all names suggested, using the considerations set forth in this process.
A ballot will be mailed to all directors giving the names and pertinent background information of those recommended by the board chair and vice chairs.
Directors will have two (2) weeks to return their completed ballots. Those three candidates receiving a majority of the votes will be elected to the board effective immediately.
II.3. RESPONSIBILITIES OF DIRECTORS
Adopted: 4/29/85
Revised: 7/30/97
a) Guide, monitor and inspire the association by carefully enacting and monitoring value-based policies which address:
future opportunities to serve the needs of members, not on operational methods of achieving those results.
II .3. (continued)
d) Assure excellence in governance through a disciplined approach based on adherence to the highest standard of ethical conduct in all aspects of its guidance, decision-making and leadership of the association. Directors will attend and participate actively in member, board and appropriate committee meetings.
e) Be accountable as a body to the members for competent, conscientious and effective accomplishment of the responsibilities delegated to it by the members. The board will allow no officer, individual or committee of the board to usurp this role or hinder this discipline.
f) Monitor, discuss and evaluate its own processes and performance to assure continuity and continuous improvement.
g) Provide for ongoing director training and development.
h) Fundraise for the Cooperative Development Foundation.
i) Promote membership in the association.
j) Be familiar with the Bylaws of the association and the policy manual.
II.4. MEETINGS OF THE BOARD OF DIRECTORS
Adopted: 4/29/85
Revised: 7/21/94
Revised: 7/30/97
The board of directors shall meet three times each year.
Meeting dates will be established two years in advance. Any change in a date shall be made known to the directors immediately.
Agenda and minutes will be prepared by staff, approved by the chair, and distributed to the directors two weeks prior to each meeting.
Directors are permitted to send substitutes to board meetings. Substitutes can participate in discussions but cannot vote.
Members may attend board meetings except when the board meets in executive session. Members attending board meetings may participate in board discussions at the invitation of the chair.
Guests can attend board meetings with the approval of the chair, except when the board meets in executive session. Guests cannot participate in board discussions except at the invitation of the chair.
Staff can attend board meetings with approval of the chair and the President/CEO except when the board meets in executive session. Staff cannot participate in board discussions except at the invitation of the chair.
II.5. EXECUTIVE COMMITTEE
Adopted: 4/29/85
Revised: 7/21/94
Revised: 4/24/97
The executive committee is a committee provided by the Bylaws of the Association to assist the board in the fulfillment of its responsibilities for overseeing the affairs of the Association.
The executive committee shall be elected by the board at the organizational meeting of the board of directors held immediately following the annual membership meeting (Article 12.1) in the following manner:
The officers specified in Article 10.1 of Chair, First Vice Chair, Second Vice Chair, Secretary and Treasurer shall be nominated and elected in successive order by a vote of the board of directors.
Following the election of officers, an additional four (4) members of the board of directors shall be nominated and elected to the executive committee.
Nominations for election to the executive committee shall come from the floor.
The executive committee acts for the board between meetings on any matter which requires immediate attention and that does not require a special meeting of the board.
All actions of the executive committee must be reported to the board at its next meeting.
Responsibilities of the committee include:
• Maintaining continued monitoring over the Association's operation to ensure that activities are being performed in accordance with approved plans and programs.
11.5. (continued)
• Considering and acting upon all complaints pertaining to the Association's management.
• Acting for the board in any other matters delegated to it by the full board.
• Meeting at each regular session of the board and reporting to the board on any action taken.
• Providing for an annual performance and compensation review of the President/CEO of the Association.
• Reviewing periodic financial statements, annual budgets, and progress toward strategic goals, submitted by management and recommending actions to the board, including such recommendations required to maintain the financial strength of the Association and provide long-range directional guidelines.
• Ascertaining whether the financial budgeting, reporting, and operational activities of the Association are being conducted in accordance with approved policies and generally accepted accounting principles.
• Receiving the report of the ombudsman on a regular basis.
• Establishing and maintaining a system by which the board of directors can conduct the President/CEO's performance review on an annual basis.
• Recommending the level of compensation to the board of directors for the President/CEO, supported by current factual data and information on an annual basis.
II.5. (continued)
• Monitoring the personnel policies, salary administration program guidelines, and benefit program for the organization.
Staff liaison to the executive committee shall be the President/CEO.
II.6. STANDING BOARD COMMITTEES
Adopted: 4/29/85
Revised: 7/21/94
Revised: 7/30/97
The Bylaws provide for standing committees. The standing committees established are:
• Cooperative Development Committee
• International Development Committee
• Audit Committee
• Executive Committee
• Public Policy Committee
• Member Services Committee
There is no prescribed number or frequency of meetings a committee should hold, although it is expected that standing committees will meet prior to each board meeting if need be and time permits.
Rules of procedure for obtaining committee consensus will be in accordance with Robert's Rules of Order.
At least one member of staff will be assigned to each committee as staff liaison. Staff will develop and/or implement programs, reports, etc., required or requested by the committee. The committee will give general direction to staff.
II.6. (continued)
Committee chairs should communicate directly with the President/CEO on all problems relating to staff performance or staff decisions that cannot appropriately be resolved with the staff liaison.
The committee chair will give an oral and/or written report to the full board at each meeting and, when appropriate, to the members at the annual meeting.
II.6.A. COOPERATIVE DEVELOPMENT COMMITTEE
Adopted: 7/21/94
The Cooperative Development Committee is established to develop NCBA’s domestic cooperative development strategies.
II.6.B. AUDIT COMMITTEE
Adopted: 4/29/85
Revised: 7/21/94
Revised: 4/24/97
The Audit Committee is responsible for:
• The audit of the accounts and records of the Association and for the recommendation to the board of a firm of certified public accountants to be engaged to review and report upon the financial transactions of the Association for each fiscal year.
• Arranging for the appointment of the firm of certified public accountants approved by the board, reviewing the extent and adequacy of the scope of their audit with the auditors, and reviewing and reporting all audit findings to the board.
II.6.B. (continued)
The President/CEO will coordinate staff priorities to cooperate fully with the certified public accountants. S/he will reply to the auditor’s management letter and ensure the implementation of all changes recommended by the committee and approved by the board.
The President/CEO will appoint staff liaison to this committee.
II.6.C. INTERNATIONAL DEVELOPMENT COMMITTEE
Adopted: 4/29/85
The International Development Committee is established to assist the board in an advisory capacity in matters involving the international development, relations, and business activities of the Association.
Responsibilities of the committee include:
• Review and evaluate the current policies of the Association as they apply to international programs.
• Review progress and problems in the international operations of the Association and report to the board.
• Monitor the activities of the Association's international development, relations, and business programs and counsel and advise the international staff.
• Make recommendations to the board regarding the international programs.
The President/CEO will appoint staff liaison to this committee.
II.6.D. PUBLIC POLICY COMMITTEE
Adopted: 2/13/90
Revised: 10/15/90
The Public Policy Committee is established to provide information and counsel to the board on activities by management and staff related to the services provided for and/or to members.
Responsibilities of the committee include but are not limited to:
• Review NCBA's legislative affairs strategy and recommend approval.
• Assist in the review of CO-ACT funds distribution.
• Periodically review the policies and procedures related to support programs and services for members.
The President/CEO will appoint staff liaison to this committee.
II.6.E. MEMBER SERVICES COMMITTEE
Adopted: 10/15/90
The Member Services Committee is established to assist the board with its membership development and maintenance program.
Responsibilities of the committee include but are not limited to:
• Assisting in the design, approval, and implementation of new member recruitment programs involving directors and current members.
II.6.E. (continued)
• Actively recruiting new members.
• Studying and recommending Association policies and practices designed to ensure membership maintenance and retention.
• Ensuring completion of all feasible actions necessary to ensure a strong, active, supportive membership of NCBA.
• An annual review of NCBA's member dues structure and making recommendations to the board.
• Approval of:
· The annual dues formulas for new members.
· The dues structure of membership federations.
· Recommending to the board any action on dues hardship cases.
· The schedule of annual increases in a current member's dues to reach full formula dues.
· The schedule of annual increases in new member dues to reach full formula dues.
· The schedule of any prorating of annual dues for less than a full fiscal year.
• Mediating controversies that may arise related to membership.
• The committee shall provide progress reports on a regular basis to the NCBA board.
• The President/CEO will appoint staff liaison to this committee.
II.7. STAFF LIAISON RESPONSIBILITIES
Adopted: 4/29/85
It is the responsibility of the President/CEO to assign employees to act as liaison with the various governance committees in order to assure that the appropriate resources of the Association are being used to assist the committees to achieve their goals and objectives.
Responsibilities of the staff liaison include:
• Developing, with approval of the committee chair, committee agendas and background information for distribution to members two weeks prior to each meeting.
• Informing committee members of activities, programs and plans which affect the committee.
• Attending committee meetings.
• Preparing a summary of the meeting, including any specific resolutions for the chair to present to the board.
• Working with the committee to develop recommended programs of work for presentation to the board.
• Working with the committee to implement approved programs.
• Serving as a researcher for the committee.
• Coordinating the preparation and publication of approved committee projects.
• Sending copies of any committee actions affecting other board committees to the chair and staff liaison of those committees and coordinating committee activities with staff liaison to other committees involved in the same activity.
II.7. (continued)
• Serving as a contact with allied professional, cooperative, and trade organizations when required.
Inquiries or comments concerning the professional staff and supporting personnel assigned to liaison activities should be directed to the President/CEO.
II.8. RESPONSIBILITIES OF THE PRESIDENT/CEO TO THE BOARD
Adopted: 4/29/85
Revised: 2/13/89
Revised: 4/24/97
The President/CEO, who is also the Chief Executive Officer of NCBA, is appointed by the board. His/her performance and compensation package is established annually by the executive committee of the board.
The President/CEO is responsible for planning, organizing, directing, and controlling the staff activities of the Association and providing overall vision, guidance, and leadership in accordance with the policies, plans, and objectives established by the board. The provisions set forth in the Bylaws, Policy Manual, and other formally adopted resolutions of the board shall serve as the authority for the administration of staff activities of the Association.
The President/CEO, in a liaison capacity, attends all meetings of the board and the executive committee (except when the board or executive committee meets in executive session).
Responsibilities of the President/CEO are specified in a written job description which is annually reviewed and updated by the executive committee.
II.9. TRAVEL AND RELATED EXPENSES
Adopted: 4/29/85
In the conduct of its activities, it is standard policy of the Association for directors to provide their services, together with associated travel costs and related expenses, as a contribution to the advancement of the work of the Association. It is anticipated that the nature and extent of the director's participation in these activities, including international travel, will require the approval of the director's organization.
Any exception to this policy will be made by the board on a case-by-case basis.
II.10. RELATIONSHIP TO RELATED ENTITIES
Adopted: 4/29/85
Revised: 9/14/88
Each related entity will have a unique structure appropriate to its purpose. The board will be responsible for specifying the structure in each case and for designating the relationship between the Association and the related entity.
The board will strive to broaden member participation through the governing bodies of the Association's related entities which include: The Cooperative Hall of Fame and Historical Society, CO·ACT, the Cooperative Development Foundation, and Cooperative Business International, Inc.
II.11. HONORED PAST DIRECTOR
Adopted: 7/21/94
The board of directors may bestow the title of Honored Past Director on an individual who has demonstrated exemplary service during his/her time on the board. Honored Past Directors are named after their service on the board is completed. These individuals are not current and/or active board members.
II.11. (continued)
All Honored Past Directors are welcome to attend board meetings and will be invited to attend NCBA’s annual meeting where they will be recognized for their past contributions to the NCBA board of directors.
SUMMARY OF CONTENTS
III. DELEGATE COMMITTEES
1. NOMINATING COMMITTEE: NOMINATIONS AND ELECTIONS PROCESS
2. RESOLUTIONS COMMITTEE
III.1. NOMINATING COMMITTEE: NOMINATIONS AND ELECTIONS PROCESS
Adopted: 4/29/85
Revised: 2/13/90
A Nominating Committee appointed from among the delegates is provided for by the Bylaws.
Responsibilities of the Nominating Committee are:
• Nominating candidates for election as directors by active, associate and individual members.
In all cases the committee shall nominate at least two directors for each
vacancy.
In making its nominations, the committee shall solicit the suggestions of all active, associate and individual members for candidates in their class. Such requests should be done by mail prior to the meeting of the committee, addressed to active, associate and individual members.
Nominations are not permitted by petition nor from the floor of the annual meeting.
Elections are conducted in the following manner:
• Election of directors from active, associate, and individual members shall be conducted at the annual meeting.
III.2. RESOLUTIONS COMMITTEE
Adopted: 4/29/85
Revised: 10/26/94
The purpose of the Resolutions Committee is to ensure that the Association's members and staff have been advised of the resolution process, that resolutions are ready for consideration at the annual meeting, and that resolutions presented are appropriate to the Association and its purpose.
The committee is empowered to receive resolutions from members and staff; initiate resolutions; and to review and forward acceptance, rejection with explanation, or amendments of the proposed resolutions submitted. If appropriate, the committee shall coordinate and/or consolidate proposed resolutions submitted.
Any resolutions submitted by a member must be signed by an individual member or appropriate representative of a member organization. Any resolution from the Association's staff must be transmitted by the President/CEO. All resolutions must be received at the Association's office no later than 30 days before the annual meeting.
During the business session of the annual meeting, time will be allowed for individuals to speak regarding the resolution(s) on the floor and a time limit for such discussion will be established by the chair of the Resolutions Committee.. The Resolutions Committee shall establish written rules for debate prior to each annual meeting.
The President/CEO will assign staff liaison to provide support to the committee.
SUMMARY OF CONTENTS
IV. MEMBERSHIP
1. MEMBERSHIP APPLICATION, APPROVAL/REJECTION
2. DUES PAYMENT
3. ACTIVE MEMBER DUES
4. ASSOCIATE MEMBER DUES
5. INDIVIDUAL MEMBER DUES
6. FEDERATED MEMBERSHIPS
7. HARDSHIP PROVISIONS
8. MEMBERSHIP OF NON-U.S.A. COOPERATIVES
IV.1. MEMBERSHIP APPLICATION, APPROVAL/REJECTION
Adopted: 4/29/85
Revised: 10/15/90
Any group or individual who meets the qualifications stated in Article 2 of the Bylaws can make verbal or written application for membership in the Association to the board. The board will determine the class of membership and vote promptly on the application; however, in the case of individual or associate members, the board delegates action on the application to the Association's management.
Rejection of a membership application may be appealed in writing at the next annual meeting of the Association. The voting delegates at that meeting will review and act upon the appeal.
IV.2. DUES PAYMENT
Adopted: 4/29/85
Revised: 10/15/90
Article 2.3 of the Bylaws specifies that annual membership dues rates shall be set by the board in a manner and amounts it shall determine.
The membership dues year shall be the calendar year, beginning January 1 and ending December 31 of each year.
Annual membership dues shall be payable in full upon receipt of an invoice to the member unless arrangements have been made with the Association's management to make payments on a semiannual or quarterly basis.
A new member who joins during a year shall pay full dues for that year, except where appropriate the Member Services Committee may establish pro rata annual dues.
IV.3. ACTIVE MEMBER DUES
Adopted: 10/15/90
Revised: 1/27/94
1/22/98
1/19/00
Active Members will be assigned to sectors along industry or function lines. Each sector will have a formula for computing dues.
IV.3. (continued)
All Active, Associate and Individual members, to be fully vested in all membership privileges, shall pay full formula dues at the beginning of the calendar year. However, it is provided that any current Active Member who is paying less than full formula dues shall have up to three (3) years to reach that level without forfeiting any of its membership privileges. Any Active Member who desires to utilize this provision shall make its request to the Member Services Committee who will approve the staging schedule.
ACTIVE MEMBER DUES FORMULAS BY SECTORS
A. HEALTH COOPERATIVES
Dues schedule
Please calculate seven cents times the number of individual users/subscribers/enrollees.
Minimum dues are $350
B. HOUSING COOPERATIVES
IV.3. (continued)
Dues schedule Dues are:
Per unit per year $0.25
Annual Dues Capped at: $400
C. CONSUMER GOODS & SERVICES COOPERATIVES
Dues schedule
If sales for the most recent fiscal year were: Dues are:
Up to $3,000,000 $350 (minimum dues)
$3,000,001 and above $100 per million of sales
D. INSURANCE COOPERATIVES
Dues schedule
If written premiums/gross commissions for Dues are:
the most recent fiscal year were:
Up to $11,000,000 $2,200 (minimum dues)
IV.3. (continued)
$11,000,001¾ $50,000,000 $200 per million
$50,000,001¾ $250,000,000 $200 per million on the first $50 million plus $100 per million of the next $200
million
$250,000,001 and above $200 per million on the first $50 million plus $100 per million on the next $200 million
plus $30 per million of the
balance
E. UTILITY COOPERATIVES
Dues schedule
Generation and transmission
If sales for the most recent fiscal year were: Dues are:
Sales below $75 million $1,500
Sales between $75 million and $150 million $3,000
Sales over $150 million $5,000
Minimum dues are $1,500
Dues schedule
Distribution
If sales for the most recent fiscal year were: Dues are:
Sales below $20 million $500
Sales between $20 million and $70 million $1,000
IV.3. (continued)
Sales over $75 million $2,000
Minimum dues are $500
F. AGRICULTURAL COOPERATIVES
Dues schedule
Local Cooperatives
If sales for the most recent fiscal year were: Dues are:
Up to $2,000,000 $300
$2,000,001-$15,000,000 $330
$15,000,001-$30,000,000 $440
$30,000,001-$50,000,000 $550
$50,000,001 and above $550 plus $10 per million of sales over $50 million
Dues schedule
Regional, Interregional, and Dairy Cooperatives
If sales for the most recent fiscal year were: Dues are:
$Up to $250,000,000 $5,500
$250,000,001-$750,000,000 $5,500 plus $22 per
million over $250 million
$750,000,001-$1,000,000,000 $16,500 plus $14 per million
over $750 million
$1,000,000,001-$2,000,000,000 $20,000 plus $6 per million over $1 billion
IV.3. (continued)
$2,000,000,001 and above $26,000 plus $3 per million over $2 billion
Dues schedule
A.I. and Other Service Cooperatives
Minimum dues are $300
$55 per million of sales
G. ASSOCIATIONS OF COOPERATIVES
Dues schedule
For state associations
If gross income for the most recent fiscal Dues are:
year was:
Up to $222,222 $350 minimum dues
$222,223 and above $1.35 per thousand of total income
For national associations
If gross income for the most recent fiscal Dues are:
year was:
Up to $2,222,222 $3,000 minimum dues
$2,222,223 and above $1.35 per thousand of total
income
IV.3. (continued)
Credit Union Leagues
Dues schedule
Number of member credit unions: Dues are:
Up to 200 $ 350
200-499 $ 600
500 and above $1,200
Statewide Rural Electric Associations
Dues schedule
If dues-based revenue for the most recent fiscal Dues are:
Year were:
Up to $600,000 $350 (minimum dues)
$600,001-$1.5 million: $500
Over $1.5 million $800
H. BANKING/FINANCE COOPERATIVES
IV.3. (continued)
Dues schedule
If assets for the most recent fiscal Dues are:
year were:
Up to $4,800,000,000 $12,000 (minimum dues)
$4,800,000,001 - $12,000,000,000 $2,500 per billion of assets (for a
whole or part billion)
$12,000,000,001 and above $2,500 per billion ($30,000) plus
$300 for each billion over $12 billion
(for a whole or part billion)
Banking and Finance Sector
New and emerging banks; community
development banks, cooperative development funds
Dues schedule
If assets for the most recent fiscal Dues are:
year were:
Up to $3,000,000 350 (minimum dues)
$3,000,001 and above $100 per million of assets
I. SPECIALIZED COOPERATIVES
IV.3. (continued)
Dues Schedule
If assets/income/revenue for the most recent Dues are:
fiscal year were:
Up to $3,000,000 $350 (minimum dues)
$3,000,001 and above $100 per million of sales
J. PURCHASING COOPERATIVES
Dues schedule
To calculate your dues, use the following formula:
Dues = Ö total sales x 0.3
(That is, the square root (Ö ) of the cooperative’s total sales multiplied by 0.3)
Round to the nearest dollar.
The minimum required dues level is $500. The maximum is $3,000.
K. NEW GENERATION COOPERATIVES
IV.3. (continued)
Dues schedule
If sales for the most recent fiscal Dues are:
year were:
Up to $5,000,000 $500
$5,000,001-$10,000,000 $1,000
$10,000,001-$15,000,000 $1,500
$15,000,001-$20,000,000 $2,000
$20,000,001-$25,000,000 $2,500
$25,000,001 and above $3,000
L. WORKER COOPERATIVES
Dues schedule
If dues-based revenue for the most recent fiscal Dues are:
year were:
Up to $4,000,000 in sales $350 (minimum dues)
$4,000,001 to $10 million in sales $500
Over $10 million in sales $800
IV.4. ASSOCIATE MEMBER DUES
Adopted 10/15/90
Revised: 7/21/94
1/22/98
Associate Members, as defined in Article 2.1.3. of the Bylaws, shall pay annual dues as established by the Member Services Committee for each member.
All non-U.S. cooperatives who are members of NCBA, regardless of the sector they represent, will be categorized as Associate Members. Dues for non-U.A. cooperatives will be assessed based on the appropriate formula for their industry sector.
IV.5. INDIVIDUAL MEMBER DUES
Adopted: 10/15/90
Revised: 11/1/91
Individual Members, as defined in Article 2.1.2. of the Bylaws shall have four (4) levels of membership dues.
• Honored Cooperator Lifetime $1,000 one time payment
(This membership must be
awarded to the recipient by
another party)
• Lifetime $500 one time payment
• Gold Twin-Pines Annual $100 annually
• Regular Annual $50 annually
IV.6. FEDERATED MEMBERSHIPS
Adopted: 10/15/90
Federated Members shall be those organizations meeting the requirements of active membership as stated in Article 2.1. of the Bylaws, which is also a member of (federated with) a full formula dues paying Active Member of the Association.
If an Active Member will encourage its members to become members of the Association, the Member Services Committee will designate the arrangement as a Federation and establish a level of annual dues for the Federated Members that could be outside the Active Member dues formula.
This policy is adopted to solicit membership from all tiers of the cooperative business structure but in no way preempts the right of an organization that meets the Bylaws requirements of membership to apply directly to the Association for membership.
IV.7. HARDSHIP PROVISIONS
Adopted: 10/15/90
No cooperative will be denied membership in the Association for financial hardship reasons. Any Active Member whose payment of its NCBA annual dues will be a hardship may petition the board through the Member Services Committee for relief.
The Member Services Committee will review all hardship cases and may make recommendations to the board for action that would either adjust annual dues, defer annual dues, or waive annual dues. Any board action, or combination of actions, shall be reviewed annually by the Member Services Committee and shall
not extend beyond three years.
No member shall be deprived of any membership rights, privileges, or benefits related to board action on hardship cases.
Low income, minority and small cooperatives are encouraged to affiliate with the Association, and any potential new member whose payment of annual dues would be a hardship may petition for relief. The Member Services Committee will review any such petition and make recommendations to the board for action.
IV.8. MEMBERSHIP OF NON-U.S. COOPERATIVES
Adopted: 10/15/90
Revised: 7/21/94
Non-U.S. cooperative organizations will be eligible for associate membership upon review of an application by the Member Services Committee. The Member Services Committee will determine the level of annual dues for such applicants and the currency in which payment of such dues shall be paid.
Non-U.S. cooperative Associate members will be assigned to a sector and shall enjoy full privileges of membership accorded to other Associate members.
As is the case with all Associate members, the board will approve the application for membership by any non-U.S. cooperative.
IV.9. SUSPENSION AND TERMINATION
Adopted: 4/29/85
Revised: 2/13/90
Membership in the Association can be suspended or terminated for cause by the board of directors or its designated agent.
Cause is deemed to include, but is not limited to, failure to pay membership
dues in a timely manner as prescribed by the board. Procedure for suspension and termination of membership for nonpayment of dues shall be:
• If dues are not paid by March 31 of each calendar year, subject to Standard Policies IV.1. and IV.2., membership shall be suspended. The delinquent member shall be so notified in writing on the "Second Notice" dues invoice which will be issued at least 30 days prior to March 31.
• If dues are not paid by September 1 of each calendar year, subject to Standard Policies IV.1. and IV.2., termination of the membership shall be acted upon at the next meeting of the board. The delinquent member shall be notified in writing at least 30 days prior to this pending action.
IV.9. (continued)
Any membership which has been suspended or terminated shall have no
further rights as a member unless and until reinstated.
Payment of delinquent dues prior to board action on termination will constitute reinstatement of membership privileges.
At least 30 days prior to any proposed action on the termination of a membership for cause other than nonpayment of dues, the board or its designated agent shall inform the member of its pending action and the reasons for such action so the member has the opportunity to correct the existing problem.
Termination can be appealed in writing at the next annual meeting of the
Association. The voting delegates at that meeting will review and act upon the appeal.
A member may voluntarily terminate membership at any time; however, there is no provision for refund of dues.
IV.10. HONORED COOPERATOR AWARD
The Honored Cooperator Award has enjoyed a flexibility that has allowed it to be adapted successfully to a variety of recipients and donors while satisfying the two main goals of the board: honoring cooperative leaders while raising funds for NCBA programs. Staff recommends continuing that flexibility with some new levels of control.
SUMMARY OF CONTENTS
V. FISCAL
1. DISSEMINATION OF FINANCIAL INFORMATION
2. BANK ACCOUNTS/SIGNATORIES
3. ACCOUNTING PROCEDURES
4. AUDIT
5. INVESTMENT MANAGEMENT
6. FINANCIAL STATEMENTS
7. RESERVES
8. BORROWING
9. BUDGET/CONTROL OF RESOURCES
10. OMBUDSMAN
11. BONDING AND INSURANCE
12. DEPOSITS
13. DISBURSEMENTS
14. DEPRECIATION
15. RECORD RETENTION
16. PAYROLL
17. COST ALLOCATION
V.1. DISSEMINATION OF FINANCIAL INFORMATION
Adopted: 4/29/85
Since members of the Association are entitled to receive, on an annual basis, information regarding the financial standing of the Association, the board shall provide, as part of the annual report to the membership, a financial summary based on the annual independent audit.
Any member may also receive a copy of the complete annual independent audit by requesting it in writing from the Association's office.
Information in the financial reports shall not be provided to individuals and organizations external to the Association except lenders or grantors of funds or credit.
V.2. BANK ACCOUNTS/SIGNATORIES
Adopted: 4/29/85
The President/CEO or his designee shall have the authority to sign bank resolution and signature cards and to designate signatories.
The board shall approve the banks where the Association accounts are maintained and shall have pro forma approval of signatories.
V.3. ACCOUNTING PROCEDURES
Adopted: 4/29/85
Adequate financial records shall be maintained in accordance with generally accepted accounting principles and in compliance with specific directions from the board.
V.3. (continued)
The books of the Association and its related entities shall be kept on an accrual basis.
A manual of Accounting Procedures shall be prepared and maintained setting forth the detailed instructions to comply with this policy. The President/CEO shall designate staff to prepare, maintain, and update this manual with the assistance of the outside auditors and the executive committee.
V.4. AUDIT
Adopted: 4/29/85
An annual audit of the Association will be conducted by an independent certified public accounting firm selected and approved by the board.
Copies of the audit report will be provided to the board and reviewed by the Audit Committee.
The chair of the Audit Committee will inform the membership of the audit results at the annual meeting.
V.5. INVESTMENT MANAGEMENT
Adopted: 4/29/85
Revised: 2/13/90
Investment management of the Association's funds shall ensure preservation of principal, high profitability, and optimum liquidity.
V.5. (continued)
The President/CEO will have full responsibility for the implementation of the investment management policy and for developing and implementing an investment strategy consistent with this policy or may designate an investment manager or another officer to assist in these responsibilities. S/he may also appoint a money market consultant and other investment advisors to develop a portfolio strategy and to aid in implementation of that strategy.
Acceptable portfolio investments are:
• United States Treasury bills, notes, and bonds.
• Loans, notes, and securities directly guaranteed by the U.S.
• Federal agency securities: Federal Farm Credit Banks, Federal Home Loan Bank, Federal National Mortgage Association, etc.
• Demand, NOW, and time deposits insured by the FDIC or FSLIC.
• Insured Certificates of Deposit, Bankers Acceptances, and commercial paper of grade A-1, P-1 or A-2, P-2.
• Corporate notes and bonds of top investment grade; Moody's A or better.
• Money market mutual funds, provided a prospectus for the fund has been examined by an officer of the Association with special attention to the following: Assets should preferably consist of U.S. Treasury bills or at least be concentrated in C.D.'s or other high grade investment; the average maturity of assets should not exceed 45 days; the fund should be managed and owned by a prominent and sound organization.
• Obligations of cooperatives that are approved by the board.
V.5. (continued)
The President/CEO is responsible for establishing the percentage of the portfolio to be held in each of the following categories, subject to the minimum or maximum percentage listed below:
Minimum Maximum
Fixed rate obligations
1 year or less 30 100
1 to 5 years 0 60
5 to 10 years 0 30
over 10 years 0 10
Equities 0 40
Investments in any one company or organization, except direct obligations of the U.S., are limited to the following amounts:
Commercial paper of 90 days or less $300,000
U.S. Agency $400,000
Federally Insured Bank Certificates of Deposit $100,000
Bankers Acceptances $100,000
Other corporate obligations $100,000
Common Stock $50,000
The President/CEO may alter the minimum and maximums above by notifying the board in writing.
Funds held for the Agency for International Development, USDA, or others (i.e. PL 480) will be invested in accordance with the agreement governing these assets.
V.6. FINANCIAL STATEMENTS
Adopted: 4/29/85
Revised: 2/13/90
Financial statements will be prepared on a timely basis and submitted to the board through the Finance/Audit committee. The statements will contain comparisons to previous year's performance and budget and include the results of NCBA and operating subsidiaries on a consolidated basis. Other reports may be requested as needed by the board.
V.7. RESERVES
Adopted: 4/29/85
Revised: 2/13/90
The Association will structure a reserve fund into the annual budget to protect against risks and unexpected contingencies arising from its work as a trade association and a contractor.
The size of the reserve and the annual contributions to it should be based upon the level of dues income and the volume of burdenable contracts as reasonable measures of the two major risks faced by the Association: a decrease in dues income and/or a drop in contract revenue through a drop in volume, disallowances on contract costs, or changes in the overhead recovery rate.
The reserve fund will be treated as member equity on the annual financial statements since the fund is available for use at the discretion of the Association.
V.8. BORROWING
Adopted: 4/29/85
The President/CEO is empowered to authorize the borrowing of funds and the pledging of assets as may be required to provide stability in the cash flow of the Association and for the timely payment of its obligations. The board shall annually set a borrowing limit and approval of pledged assets.
V.9. BUDGET/CONTROL OF RESOURCES
Adopted: 4/29/85
Revised: 2/13/89
A detailed budget for the Association and its related entities will be prepared and submitted to the board, through the executive committee, for approval at the last scheduled board meeting of the year.
V.10. OMBUDSMAN
Adopted: 2/13/90
An employee will be appointed by the executive committee on an annual basis to serve as an ombudsman to receive and report any allegations of waste, fraud, or abuse of NCBA funds. This employee will report to the Finance/Audit Committee on a regular basis. Staff will be asked to report to the ombudsman, with complete confidentiality, any irregularities if and when they occur.
V.11. BONDING AND INSURANCE
Adopted: 4/29/85
Revised: 2/13/90
The money, property, and other assets of the Association shall be protected from loss through the purchase of bonding and insurance, indemnifying the Association for losses due to embezzlement, malfeasance, theft, robbery, holdup, mysterious unexplainable disappearance, cost of record reconstruction, fire, personal injury liability, property damage liability, medical payments, auto insurance, and workmen's compensation.
The limits of the coverage shall be recommended by management and reported to the executive committee.
V.12. DEPOSITS
Adopted: 4/29/85
Cash receipts will be processed to maximize internal control over receipts and ensure prompt deposit. Procedures to implement this policy should be documented in the manual of Accounting Procedures and should be reviewed by the independent auditors.
V.13. DISBURSEMENTS
Adopted: 4/29/85
Revised: 2/13/90
Disbursements will be processed to maximize cash flow, secure all available discounts, ensure prompt payment, and the accurate allocation of costs to cost centers and general ledger accounts.
V.13. (continued)
Unrestricted funds will be kept in an interest bearing account prior to disbursement and transferred to the checking account as required.
V.14. DEPRECIATION
Adopted: 4/29/85
Revised: 2/13/90
All fixed assets, except cooperative artifacts, will be depreciated monthly, using the straight line method, over the useful life of the item. Any items costing in excess of $500.00 and with a life of more than one year will be considered a fixed asset and will be depreciated in accordance with this policy.
V.15. RECORD RETENTION
Adopted: 4/29/85
All financial records will be retained for a period no shorter than required by the statutes of the District of Columbia and IRS regulations.
Copies of computer backup tapes will be maintained off premises.
V.16. PAYROLL
Adopted: 4/29/85
Employees will be paid biweekly in the manner prescribed by management. Salaries and benefits will be determined by the President/CEO for all employees.
The President/CEO's salary and benefits will be determined by the board.
V.17. COST ALLOCATION
Adopted: 4/29/85
Allocation of general expenses will be done, first, to most closely reflect actual usage and, second, to optimize cost recovery.
The most appropriate allocation base will be determined annually by management and applied consistently throughout the year. Acceptable allocation bases are: actual usage, salary dollars, number of staff, and space occupied.
SUMMARY OF CONTENTS
VI. ADMINISTRATIVE
1. PROCUREMENT
2. TRAVEL
3. CONTRACTS
VI.1. PROCUREMENT
Adopted: 4/29/85
The Association's management will establish procurement procedures and internal controls that meet the standards of an independent CPA firm and the government audit agencies and which provide quality goods and services for the Association at the most economical cost.
The President/CEO shall ensure that these procedures are maintained in an Administrative Procedures Manual and updated on a regular basis.
VI.2. TRAVEL
Adopted: 4/29/85
Management of the Association shall prepare and implement uniform travel procedures for domestic and international staff, which conform to government travel regulations and provide maximum cost efficiencies.
Travel procedures should be documented in the Administrative Procedures Manual.
VI.3. CONTRACTS
Adopted: 4/29/85
Contractual commitments are defined as the offer or acceptance of any contract, grant, purchase order, or offer of employment on behalf of NCBA.
Authority to enter into contractual commitments is reserved to the President/CEO.
SUMMARY OF CONTENTS
VII. PERSONNEL
1. PERSONNEL POLICY MANUAL
2. EQUAL EMPLOYMENT OPPORTUNITY
3. DRUG-FREE WORKPLACE ACT
4. SERVICE ON MEMBER BOARDS
VII.1. PERSONNEL POLICY MANUAL
Adopted: 4/29/85
The Association shall establish and implement personnel policies which shall be kept current, and all current and new staff shall be promptly and fully informed of such policies. These policies should comply with the law as well as abide in the principles of fairness with respect to the individual. The policies shall include the following objectives:
• To provide a program for recruitment and advancement which will provide employee satisfaction, encourage the discharge of duties, and promote the individual's best efforts in the service of the Association.
• To furnish a basis for subsequent review and evaluation of the relative duties and responsibilities of positions in the Association.
• To establish a frame of reference for personnel procedures.
• To promote high morale and good working relationships under a uniform personnel policy.
Personnel policies shall cover benefits, leave, office hours, holidays, probation, overtime, recruitment, rules of conduct, evaluation, resignation, and dismissal.
VII.2. EQUAL EMPLOYMENT OPPORTUNITY
Adopted: 2/13/90
It is the Association's policy to provide equal employment opportunity without regard to race, color, religion, sex, age, national origin, marital status, physical handicap, personal appearance, sexual orientation, family responsibilities, matriculation, political affiliation, or any other factors prohibited by law.
VII.2. (continued)
It is the intent of the Association to adhere to both the letter and spirit of these laws and regulations in making employment decisions.
VII.3. DRUG-FREE WORKPLACE ACT
Adopted: 2/13/90
It is the policy of the Association to maintain a drug-free workplace, in accordance with the requirements of the Drug-Free Workplace Act.
The specific policy is to be provided to all employees, consultants, and subcontractors engaged in the performance of a contract or grant awarded to the Cooperative League of the USA d/b/a National Cooperative Business Association.
VII.4. SERVICE ON MEMBER BOARDS
Adopted: 4/29/85
Association staff must obtain permission of the President/CEO of the Association to serve on the board of a member of the Association. The President/CEO will inform the board of such approvals.
The President/CEO must receive permission of the board to sit on member boards.
SUMMARY OF CONTENTS
VIII. RELATED ENTITIES
1. COOPERATIVE HALL OF FAME AND HISTORICAL SOCIETY
VIII.1. COOPERATIVE HALL OF FAME AND HISTORICAL SOCIETY
Adopted: 7/28/89
Established in 1974 by the National Cooperative Business Association, the Cooperative Hall of Fame serves to honor those distinguished individuals whose contributions to cooperative business have been genuinely heroic. Inductees are limited to a prestigious group carefully selected to preserve the nature of this distinction.
The administration of the Cooperative Hall of Fame is entrusted to the Cooperative Development Foundation (CDF). Nominations are received annually from the cooperative community and reviewed by a screening committee and a selection committee (appointed by the chair of the CDF board of directors), each composed of current leaders from the various sectors of the U.S. cooperative movement. The nominees selected are presented to the board of directors of the National Cooperative Business Association for approval and induction into the Cooperative Hall of Fame.
The board of directors of NCBA endorses the following policy guidelines to carry the Cooperative Hall of Fame and Historical Society program forward.
Selection Categories
Persons selected shall be classified in one of the following groups:
• Cooperative Idea - General and Education: Nominee supports cooperative philosophy as a useful economic tool in a variety of enterprises.
• Cooperative Idea - Legislative: Nominee is an elected official whose legislative effort has helped cooperatives grow.
• Cooperative Enterprise: Nominee has worked for the advancement of a particular cooperative business.
VIII.1. (continued)
• Cooperative Pioneer: Nominee is an outstanding cooperative leader, prominent in the formation of his/her particular sector of cooperative enterprise.
Nominees selected are current or past national leaders in the cooperative movement or recognized nationally for work in or relating to cooperatives.
Nominees are evaluated based on the following selection criteria:
• Nominee's contribution to cooperatives has been genuinely heroic.
• Nominee is considered a true entrepreneur among other cooperatives and cooperative related groups.
• Nominee has brought identifiable, lasting changes to improve and promote cooperatives.
• Consideration will be given to the magnitude of the contribution made by the person to cooperatives, evaluated on its merit as a major contribution sustained over time.
Persons selected should contribute to the balance of the Cooperative Hall of Fame to ensure that all sectors of cooperative enterprise are represented, and race, sex, and geographic balance should be considered.
Selection Procedure
Nomination forms are circulated each year to member organizations of the NCBA and to all national cooperative organizations.
Consideration will be given only to nominations that are submitted with all required supporting documents.
VIII.1. (continued)
Nominations are reviewed by a Screening Committee appointed by the CDF chair. As a guideline, the committee shall strive to recommend no more than ten nominees to the Hall of Fame Nominating Committee. The Hall of Fame Nominating Committee recommends a slate of candidates for approval by the NCBA board of directors. Nominees must receive a minimum of 9 votes for selection. Not less than one candidate and no more than five are inducted into the Cooperative Hall of Fame yearly.
Once a name has been proposed for nomination, it remains in the selection pool for three consecutive years. Files may be activated by resubmitting a letter of recommendation to NCBA.
Recognition of Cooperative Hall of Fame Inductees
Commemorative plaques honoring all inductees are permanently on display at the National Cooperative Business Center.
Inductees (or their representative) are invited to attend a gala dinner/induction ceremony honoring their achievement. The dinner is held in conjunction with the NCBA annual meeting.
Inductees receive a commemorative plaque, which outlines their contribution to cooperatives.
Organizations benefiting from and furthering the work of the inductee are invited to attend the gala dinner/induction ceremony where they receive a commemorative plaque to prominently display in their office.
News releases announcing the inductees are sent to national cooperative organizations.
SUMMARY OF CONTENTS
IX. OTHER
1. OVERSEAS DELEGATIONS
2. STUDY TOUR PARTICIPANT SELECTION CRITERIA
3. NECROLOGY
IX.1. OVERSEAS DELEGATIONS
Adopted: 4/25/88
A key part of the NCBA international relations program is the exchange of delegations with the cooperative movements of other countries. The purposes of these delegations are to:
• Improve working relationships between U.S. and overseas cooperatives;
• Identify and advance trade and business opportunities;
• Educate U.S. and overseas cooperative officials;
• Promote ideas and innovation for the rapid development of cooperatives everywhere;
• Provide unique professional development and travel opportunities to the members of NCBA.
NCBA organizes three types of exchanges:
• Reciprocal tours are provided for by NCBA and similar cooperative hosts in other countries on an exchange basis. Typically, all costs in country (hotel, meals, transportation) are assumed by the host.
• Study tours are organized by NCBA with the assistance, but not the financial support, of cooperative organizations abroad. Study tours are not hosted by the overseas cooperative organizations. All costs of these tours are paid by the participants.
IX.1. (continued)
• Participation in international cooperative meetings, especially the ICA's Congress and Americas Regional meetings, is an important part of NCBA's international relations program. Maximum feasible participation by NCBA members will be encouraged. Where a limited number of participants or delegates must be selected, the NCBA board will make such determinations.
To this end, charges will be made to participants as follows:
• Reciprocal tours: Each A+ member of NCBA is encouraged to nominate participants for reciprocal trips. Selection of members of NCBA delegations will be made based on the objectives of the delegation's visit and the degree of fit and/or the extent to which that individual brings special skills and expertise and/or contacts. If that individual is selected to participate, there will be no in-country costs charged to the member. Other members of NCBA that participate in reciprocal tours should make a contribution to the International Host Fund in the Cooperative Development Foundation or directly to NCBA. The amount of this contribution can be based upon the value of the visit according to its attractiveness (market value). The funds from the International Host Fund are used to pay some of the costs of reciprocal tours received by NCBA. Several member companies regularly pay major expenses for visiting cooperators. Our goal should be to broaden and expand this group. On a limited basis, NCBA management may include non-A+ members in reciprocal tours to the extent that such participation is related to membership development.
It is NCBA's strong expectation that the organizations having members of reciprocal delegations will materially contribute to the return delegations.
IX.1. (continued)
• Study tours: The entire cost of study tours, including the staff and other costs borne by NCBA, will be covered by participant fees.
• International meetings: Delegates and other participants in international meetings and the I.C.A. pay all of their own costs. In addition, NCBA may assess a fee to participants to cover its actual costs in connection with preparing for such meetings.
The international relations program is considered an important part of the NCBA program and a key member service of the Association. As such, the annual budget of NCBA includes an appropriation for these purposes.
However, it is a goal of NCBA to assess costs to the participants in the program, as appropriate, so as to limit the total costs of the program to NCBA.
The availability of tours and exchanges will be made known through the regular NCBA publications as well as special mailings to the board, committees and members. Primary responsibility for selecting participants will reside with the NCBA board and the President/CEO.
IX.2. STUDY TOUR PARTICIPANT SELECTION CRITERIA
Adopted: 4/29/85
Delegates/participants on Association-sponsored study tours will be selected according to the following criteria:
• Return to the Association:
To what extent will this individual's participation maximize the return to the cooperative and its members from this particular meeting or study tour?
IX.2. (continued)
• Qualification and stature of representative for the particular meeting/tour:
Do the qualifications (cooperative experience, position, etc.) and stature within the U.S. cooperative community suit the needs of the particular meeting or study tour?
• Ability of the representative to reciprocate and follow up:
Will the individual (typically through his/her cooperative) be able to reciprocate hospitalities offered to him/her, and/or follow up effectively on the meeting/study tour?
• Service to the Association by the representative:
What service has the individual provided to NCBA over the year? This may include service on the board, board committees, other committees, and boards of related entities, etc.
• Level of international expertise and activity by the representative:
How involved internationally and how knowledgeable of international matters is the individual?
Individuals selected must have the endorsement of the cooperative with which s/he is affiliated.
IX.3. NECROLOGY
Adopted: 4/29/85
A necrology listing will be presented to the full delegate body at each annual member meeting of the Association for a moment of silent prayer.
These names will be placed in the permanent records of the Association.
SUMMARY OF CONTENTS
APPENDIX
BYLAWS