Election for Rocky Mountain Division Representative on the ASEA Board of Directors

At the April meeting of the Rocky Mountain Division Board of Directors we will be appointing by election a representative to the ASEA Board of Directors for a three-year term beginning July 1, 2015 – June 30, 2018.

 

Below is the description of the position with Rocky Mountain and the Eligibility statement from the ASEA Bylaws.

 

A.S.E.A REPRESENTATIVE

 

The Board of Directors shall appoint a representative to serve on the American Snowsports Education Association (ASEA) Board of Directors. His(her) term of office and duties shall be as provided by PSIA (ASEA) bylaws. (S)he shall maintain liaison between the Association and PSIA and make regular reports relating thereto to the Board.

 

ASEA Bylaws; Section 7.4

Board of Directors

Eligibility. No person shall be eligible to serve as an ASEA Director unless such person is a Certified Level II or Certified Level III member in good standing in an affiliated division of ASEA, and has had broad, divisional responsibility at a procedural and policy-making level.

It is important to note that any existing PSIA-RM-AASI Board members would need to step down from his/her post as you cannot be a voting member of the division board and serve on the ASEA board. Additionally any persons employed by RM as an employee or independent contractor are not eligible for this position.

 

If you are interested in being considered to serve in the next term as the Rocky Mountain Division rep on the ASEA BOD, please submit a letter of intent along with a resume to dana@psia-rm.org or PO Box 775143 Steamboat Springs CO 80487 no later than 5PM March 20th 2015. These items will be shared with the voting RM board members and a vote will take place at our April meeting.

 

Thank you for your consideration of this very important role and responsibility. Below is a Job Description and list responsibilities from ASEA

 

 

 

ASEA Policy 2.2 Board Job Products

Date of adoption / Last revision:  February 2, 2014

                                                                                                                                                                                                         

 

On behalf of PSIA-AASI’s membership, the Board’s job is to define and ensure appropriate organizational performance.  The Board’s specific job products are unique to its trusteeship role and necessary for proper governance and management.

 

To fulfill this role, the Board will perform three pivotal governance functions:

  1. Linkage:  Connect the interests of PSIA-AASI’s membership and of the Divisions represented with operational performance.
    1. A.       Needs Assessment: The Board will assess needs and trends affecting the membership and the Divisions as they relate to PSIA-AASI’s activities and scope of influence, and will develop and maintain Ends policies identifying and prioritizing intended organizational outcomes to address those needs.
    2. B.      Advocacy: The Board will inform the members and Divisions of the Association’s achievements on their behalf and of its expected future results.

 

  1. Performance Standards: The Board will maintain written performance standards, as set forth in these governing policies, addressing the broadest, and, as appropriate, more defined levels of organizational decisions and situations.
    1. A.      Ends: Strategic directives/results priorities pertaining to organizational impacts, benefits, outcomes, recipients and their relative worth (what results, for which recipients, at what cost/priority).
    2. B.      Management Parameters: Constraints on executive authority defining the boundaries of prudence and ethics within which all executive activity and decisions must take place.
    3. C.      Board Process: Specification of how the Board defines, carries out, and assesses its own work.
    4. D.      Board/Management Delegation: How authority is delegated to management, and its proper use monitored; the CEO role, authority and accountability.

 

  1. Assurance of Organizational Performance: The Board will ensure Ends fulfillment, financial solvency and organizational integrity by holding itself accountable for effective governance as defined in these policies, and holding the CEO accountable for successful achievement of Ends and adherence to Management Parameters.

 

In addition, the Board maintains direct responsibility for:

  1. A.      Determinations regarding membership dues and late fees.
  2. B.      Determinations regarding changes to National Standards. The board will act on recommendations from National Standards Committee/Task Force, with input from Division leadership prior to Board action.
  3. C.      Determinations regarding the recipients of PSIA-AASI’s Appreciation and Recognition Awards.
  4. D.      Decisions outside the boundaries of authority delegated to the CEO (as proscribed in Management Parameters policies).

Policy 2.3 Board Work Plan and Agenda Preparation

Date of adoption / Last revision:  February 2, 2014

                                                                                                                                                                                                         

 

To fulfill its role, the Board will prepare and follow an annual work plan that: (1) re-explores Ends policies and (2) continually improves Board performance through Board education, interactions with staff, customers, members, and outside experts.

 

Accordingly,

  1. Annual Cycle: The Board’s annual planning cycle will conclude each year at its late January/early February meeting, so that administrative planning and budgeting for the next fiscal year can be focused on addressing both long and short-term Ends.

 

  1. Work Plan Development: At its late January/early February meeting, the board will also begin development of its work plan for the next year. At that time, the Chair will prepare and present for the Board’s consideration and approval a suggested work plan for the following year’s meetings. Considerations should include:
    1. Board Education: Identification of topics that will elevate the board’s understanding, primarily of external issues and trends that impact Ends, and to a lesser extent key areas of operations.
    2. Orientation/Training for New Board Members.
    3. Membership Linkage: How the Board will connect with PSIA-AASI’s membership and the Divisions (e.g., through surveys, focus groups, presentations at Division events, and other methods of gaining membership input).
    4. Policy Review: How the Board will systematically review all of its policies, with emphasis on Ends over the course of the year, (e.g., by priority, by topic, or by an emphasis of the Board’s choosing).
    5. Assessment/Evaluation of CEO Performance: Reviewing the schedule of planned monitoring activities to assure performance on Ends and Management Parameters policies.
    6. Self-Assessment: Methods and timeline for periodic and objective evaluation of how well the Board is fulfilling its role (i.e., in accordance with its Board Process and Board/Management Delegation policies) and open discussion of how the Board’s performance can be improved.
    7. Meeting Schedule: Update/reassess the multiple-year planning calendar for Board meetings to maximize Board member attendance and participation.

 

  1. Meeting Agendas: The Chair will determine the agenda for any particular meeting, although Board members and the CEO may request or recommend any appropriate matters for Board consideration.
    1. A Board member or the CEO may recommend or request a matter for Board discussion by submitting the item to the Chair at least 30 days prior to the regularly scheduled Board meeting.
    2. To ensure Board member preparation and informed participation (and that Division leadership are informed of Board developments), meeting agendas and packets are to be received by Board members at least 21 days prior to the scheduled Board meeting.
    3. By an affirmative vote of a majority of those present, additional matters may be added to the agenda of any regular Board meeting.

 

  1. CEO Monitoring: The Board will act on the CEO’s monitoring reports received prior to the meeting, determining by majority vote whether the report:
    1. Conveys a reasonable interpretation of the respective policy.
    2. Provides reasonable substantiation of compliance with the policy, as interpreted.

 

  1. CEO Annual Compensation Review: Each year, at the Spring (June) meeting,  the Board will summarize and review its judgments of monitoring activities (monitoring reports, audits, etc.) received during the last year and will determine any adjustments to CEO’s compensation and benefits, to be effective July 1st.

 

Policy 2.4 Member Input to Governance

Date of adoption / Last revision:  February 2, 2014

                                                                                                                                                                                                         

 

In addition to each board member’s role as an appointed representative from a Division, the Board as a whole represents all members in the governance of PSIA-AASI. As “member-representative,” the Board will commit to hearing from a representative sampling of members.