1. Welcome to the ACNM Board of Directors
New BOD Orientation
Welcome to the ACNM Board of Directors

2. Objectives Familiarize new BOD members with ACNMs mission/vision/goals
Introduction to ACNM structure
Introduction to BOD roles and responsibilities

3. ACNM Mission, vision, and core values

4. ACNM Mission
ACNM works to establish midwifery as the standard of care for women. We lead the profession through education, clinical practice, research, and advocacy. 

5. A midwife for every woman
ACNM Vision
A midwife for every woman

6. Core Values Excellence Evidence-Based Care Formal Education
Inclusiveness
Woman-Centered Care
Primary Care
Partnership
Advocacy
Global Outreach

7. strategic goal framework
strategic goal framework

8. Strategic Goal Framework
ACNM’s strategic goals guide the work of the organization into strategic priorities for each year.
18 month process designing new model for ACNM strategic planning and outcome goals over next five years

9. ACNM Strategic Domains
Supporting our Members
Supporting our Affiliates
National Advancement of Midwifery and Women’s Health
Global Engagement
Organizational Capacity

10. 5 Core Commitments Diversification and Inclusion
Leadership Development
Research
Interprofessionalism
Communications

11. Launched at 60th Annual Meeting

12. ACNM Organizational Structure
Composition of acnm

13. Composition of ACNM
ACNM is a complex network of individuals passionate about midwifery and women’s health in the US and globally.
Over 7,000 members
53 affiliates
33 national office staff
11 board members
4 divisions with 22 sections
13 committees
Number of task forces and special interest Caucuses

16. Volunteer Structure
Many volunteer groups comprise the ACNM structure and complete a bulk of the work that ACNM does as an organization.
These groups are Divisions, Sections, and Committees, and Task Forces.

18. Revised Bylaws, June 2015 Key Changes
Term of President – 1 year President elect, 2 years President
Added Governance Committee to BOD
Method for dues increase based on CPI
Clarity on Partner Organizations
*NAME CHANGE Amendment did not pass

19. A.C.N.M. Foundation
The A.C.N.M. Foundation, Inc. was established in 1967 as a 501(c)(3) nonprofit organization dedicated to supporting the provision of high quality maternal, newborn, and well woman health services through the practice of midwifery.
Donations made to the A.C.N.M. Foundation are tax deductible, as allowed by law to 501(c)(3) organizations.
ACNM is a 501(c)(6) organization, which cannot accept charitable donations.

20. Accreditation Commission for Midwifery Education (ACME)
The Accreditation Commission for Midwifery Education (ACME)* has been recognized by the U.S. Department of Education (under 'Health Care') as a programmatic accrediting agency for nurse-midwifery education programs since In 1994, ACME approved criteria to accredit direct-entry midwifery education programs; the first program was preaccredited in April 1996.  ACME currently accredits programs offering nurse-midwifery and midwifery programs. ACME is administratively and financially autonomous from the American College of Nurse-Midwives.

21. American Midwifery Certification Board (AMCB)
The American Midwifery Certification Board (AMCB) is the national certifying body for candidates in nurse-midwifery and midwifery who have received their graduate level education in programs accredited by the Accreditation Commission for Midwifery Education (ACME).

22. ACME 39 programs including one in pre-accreditation phase
3 institutions expressed interest
Over the past 5 years the number accredited programs remained the same
However, from 2010 to 2014, a 24% increase in the number of students enrolled
Another sister organization is ACME Responsible for the accreditation of midwifery programs that meet established quality standards. Recognized by the US Department of Education (USDE) since 1982, the goals of ACME include
fostering the development and improvement in the quality of midwifery education and assuring that the highest standards of professional competence are maintained.
ACME accomplishes these goals through a peer review process led by the first ever, full time Ex Dir, Heather Maurer who has provided significant support to this group of VOLUNTEER leaders and support of our education programs.

23. Other Key Groups ACNM Fellowship (FACNM)
Directors of Midwifery Education (DOME)
Midwifery Business Network (MBN)

24. The work and flow of acnm
ACNM Organizational Structure
The work and flow of acnm

25. ACNM Leadership External Environmental Conditions External Events
Member needs
External Events
External Environmental Conditions
ACNM Internal Environmental Conditions
Balcony level views

26. Achieving Success as an Organization
Align activities with Strategic Goals
Communication
Coordination
Inclusiveness
Openness
Transparency
Engaging our members in new ways
Attention to Quality Improvement Processes
Financial Stability*
This is how we may review or filter the inputs from the various levels
Align activities with Strategic Goals
Communication clarity and direction; sometimes means study mode is the decision
Coordination: making
Inclusiveness
Openness
Transparency
Engaging our members in new ways
Attention to Quality Improvement Processes
Financial Stability*

27. Role & Responsibilities of board of directors members

28. ACNM Governance Policies
Beginning in 2008, the IRS form 990 (the non-profit tax return) requires non-profit organizations to report whether policies and documentation is in place.
ACNM requires BOD members to familiarize themselves with all of the policies and sign the Leadership Guidelines of Ethical Conduct and the Policy Acknowledgement Form annually to address this section of the 990.

29. Multiple Governance Policies
Leadership Guidelines of Ethical Conduct
Authorized Spokesperson Policy
Confidentiality Policy
Conflict of Interest Policy
Document Retention Policy
Gift Acceptance Policy
Intellectual Policy
Whistleblower Protection Policy
Agreement to Meet Obligations
Policy Acknowledgment Form
This supports a transparent organization
Name change showed we had complex policies and were hard to follow

30. Leadership Guidelines for Ethical Conduct
Ethical mandate to follow ACNM Code of Ethics, promote the profession, maintain professional demeanor, no self-dealing, respect confidentiality, promote transparency

31. Ethical Conduct, continued
Corporate Responsibility to adhere to the rule of law, act in ACNM best interests, follow best practices in financial management, develop nondiscriminatory human resources policies, evaluation of decision-making, maintain a document retention policy

32. Ethical Conduct, continued
Delegated Responsibilities
ACNM Board has sole authority to delegate
Board delegates will adhere to the Leadership Guidelines, act in best interest of ACNM, and act in accordance with scope of authority delegated

33. Legal Responsibilities

34. BOD Legal Responsibilities established under state & federal laws
State Law
Duty of Loyalty
Duty of Care
Duty of Obedience
Federal Law
Ensure that tax-exempt purpose of the organization is carried out
Protect assets

35. Duty of loyalty

36. Duty of Loyalty
“When taking office as a Director, loyalty to the organization moves to the top rung of the ladder”
“The wearing of hats”: Directors must act on behalf of the organization while wearing the hat of the organization
Put aside individual interest (friends, family, associates, other organizations, employer)
Avoid conflicts of interest

37. Understanding Conflict of Interest
A conflict of interest may exist when an individual participates in the decision-making process on an issue for the organization while having other business, professional, or personal interest that create bias or predisposition on the issue
Do not take new cases

38. Addressing Potential Conflicts
Disclosure
Cooperate with Board decision on how to address
Disclosure only (minor conflict)
Recusal from the issue causing potential conflict (serious conflict)
Resignation (serious, immediate, or ongoing conflict which cause the director to “serve two masters”)
When in doubt – disclose, discuss, resolve conflict

39. Duty of care

40. Duty of Care
Use the care that an ordinary person would exercise in the same or similar position when conducting activities, making statements, or otherwise working as a volunteer
Exhibit honesty and “good faith”
Attend meetings & participate regularly in governance
Be informed and fully aware of the Board’s issues and actions
Special visibility at the Annual Meeting & Exhibition

41. Duty of Care Protect Corporate Assets: Obligations include:
Hard assets (property)
Financial resources
Trademarks, copyrights, goodwill and reputation
Tax-exempt status
Obligations include:
Implement an annual budget and review annual financial statements
Seek legal and financial advice when necessary

42. Duty of obedience

43. Duty of Obedience
Comply with applicable federal, state, and local laws
Follow both the “letter” and the “spirit” of its governing documents
Articles of Incorporation and Bylaws
Policies
Positions
Dedicate the organization’s resources solely to its corporate purposes/mission
Remain true to its mission
Does not engage in unauthorized activities

44. Indemnification
Directors are indemnified by Directors & Officers Insurance
Covers legal actions taken in good faith and in the best interest of the organization
Does not cover illegal acts
Most suits against are employee-based (e.g., wrongful termination, sexual harassment)
Others include antitrust; copyright/trademark infringement; defamation; breach of fiduciary responsibilities

45. Duty of confidentiality

46. Duty of Confidentiality
“What goes on at Board of Directors’ meeting, stays in the meeting”
The right to speak out and voice opinions is vital to the effective functioning of the Board
Discussion, votes, and sensitive data must be protected
Confidentiality does NOT eliminate responsibility to report on Board decisions to the members

47. Board Function and board meetings

48. Board Unity The Board acts as a unit
When a decision is made or an action taken, all Directors are obligated to support the decision or action, no matter what the vote tally
Directors are encouraged to freely state their opinions and seek support from other Directors
Once a decision is reached, the Board speaks as ONE
Critical to make sure we can work as unified voice once we are done.

49. Delegation
The Board is empowered to ensure that the organization operates smoothly and effectively. The Board does not ‘run’ the organization.
Board delegates will adhere to the Leadership Guidelines, act in the best interest of ACNM, and act in accordance with scope of authority delegated
The Board as Macro-Manager
The Board makes policy and strategic decisions
The Board follows up, monitors, and evaluates the implementation of these policies and decisions

50. BOD Documents ACNM Leadership/Key Contact List Charge Book
BOD Meeting Minutes
Quarterly Report template
Agenda Item form
Job Descriptions and Board Roster
Financial Reimbursement forms/guidelines

53. Understanding BOD Meetings
BOD Meetings webpage
Includes all materials from most recent BOD meeting
Minutes from previous meetings
Future BOD Meeting dates
Relationship to Liaison Appointments
Key contact list on BOD meetings page

54. Understanding BOD Meetings
Held quarterly
Early March, Annual Meeting, early-mid September, early December
Chairs or interested members can conference in
Additional teleconference meetings may be held
Board package
Available at the BOD meetings page 7 days prior to meeting
Follow-up questions and clarify in advance of the meeting on Consent Agenda Items
Closed session comes in from national office
OPEN SESSION
CLOSED SESSION
Consent Agenda – Quarterly reports, info-only items
Agenda Item for discussion or BOD action
Available to all members on website
Open to all members
Appointments, personnel matters, awards
Financial or legal matters
Inter-organizational politics
Other sensitive communications
BOD and designated staff only

55. Submitting items to the BOD
Your Quarterly Report
Remind and read the report of any Liaisons relationships you have with Divisions, Committees, Task Forces before submission
Item needs BOD discussion or action?
Submit an agenda item (form available on BOD page)
Mark the item for “Discussion” or “Action”
Follow template to complete
Providing an update on a project but do not need BOD input or action?
Include in quarterly report, OR submit an agenda item marked “Information only”

56. ACNM Board Meeting Cycle
Call/reminder for quarterly reports and agenda items
Reports and items due 4 weeks prior to meeting
President, CEO and Executive Assistant construct the agenda
Board packet posted 7 days prior to meeting
Minutes, Charge Book, and communications with liaisons approximately 2 weeks post-BOD meeting

57. Key Activity of BOD member
Quarterly Report
Liaison to Division, Committee, Task Force activities
Region Rep liaison with affiliate in Region and ACOG affiliates
Student Rep liaison with numerous groups
Quickening article quarterly submission post BOD meeting
Interact with MEMBERS
Stay Engaged between BOD meetings – BaseCamp

58. Best Practices Support strategic goals
Always ensure your liaisons are informed of your action items and can speak to them
Please heed submission deadlines!
Coordinate and communicate with other volunteer groups (Divisions, Sections, Committees, Task Forces) as necessary

59. Current KEY Issues - CONFIDENTIAL
Financial Stability
Interim CEO
Search Firm for CEO
Human Resources needs
Staff Changes
Fund Development

60. Additional Orientation Sessions
Before Annual Meeting you will engage in a webinar with members of Governance Subcommittee (Joani Slager, chair)
Learn more about the Annual Meeting roles
Required meetings that will include all incoming members
Request you begin transition plan work with outgoing members
Checklist provided to assure meeting all orientation components
Following the Annual Meeting
Begin role as appointed liaison to ACNM work groups and your elected role
Provide mentoring relationships with second year BOD members
FAC will provide an orientation webinar to the Budget process
Debrief with the President at six months to reflect on orientation

61. 2015/16 BOD