NMAEYC Guidelines

I.     GOVERNANCE

The Board will govern with an emphasis on:

• The Association’s Vision and Mission
• An alignment and commitment to NAEYC’s Vision and Mission
• A commitment to its Association membership framework and the professional development needs of its members
• Strategic leadership and planning
• Nonprofit best practices with a clear distinction between Board and staff roles and duties
• Periodically monitoring and assessing the Board’s effectiveness and efficiencyas a visionary and decision-making entity
• A commitment to being a High Performing Inclusive Organization (HPIO)

II.   BOARD MEMBER DUTIES & RESPONSIBILITIES

1. Duty of Care: board members exercise “reasonable care” when they make a decision for the Inthis case, “reasonable” is what a prudent person in a similar situation might do. The duty of care requires thatBoard member exercise reasonable diligence and due care in conducting the not-for- profit’s affairs. At a minimum, they must stay informed about the activities and finances of the organization by regularly attending corporate meetings, actively examining and evaluating the records made available to them by staff,and understanding how the organization functions under its bylaws. Board members must act in good faith asthey make decisions and seek always to avoid the misuse or waste of its assets. When a decision involvescomplex matters, the board should engage subject matter experts, community, representatives, and professional advisors if the directors lack the requisite skills to make an informed decision.
2. Duty of Loyalty: Board members must never use information gained through their positions for personal gain. This means each member must always act in the best interests of the organization. Board members ensure that NMAEYC’s activities and transactions are, first and foremost, advancing its mission; Recognize and disclose conflicts of interest; Make decisions that are in the best interest of the nonprofit corporation; not in the best interest of the individual Board member (or any other individual or for-profit entity).
3. Duty of Obedience: Board members must be faithful to the organization’s mission/vision. This means they cannot act in a way that is inconsistent with the organization’s goals. Board members ensure that the nonprofit obeys applicable laws and regulations; follows its own bylaws; and that the NMAEYC adheres to its stated nonprofit purposes.

General Responsibilities:

1. Support and evaluate the executive
2. Set policies and ensure effective
3. Monitor and strengthen programs and
4. Ensure adequate financial resources by fundraising, seeking donations, donating skills and expertise, orparticipating in in-kind donations or volunteer
5. Protect assets and provide proper financial
6. Build a competent
7. Ensure legal and ethical
8. Enhance the organization’s public
9. Ensure that the board and staff commit themselves to being a High Performing Inclusive Organization (HPIO) across its operations, projects, and programs.
10. Commit to fundraising and volunteering on

Fiduciary Responsibility

A board member also takes full fiduciary responsibility for the nonprofit organization. This means that Board members:

1. Ensure that federal and state regulatory obligations are
2. Examine financial statements regularly and compare actual figures to the projected ones.
3. Ensure that finances and spending are consistent with its strategic
4. Adopt a set of policies to govern the acquisition and use of financial and other
5. Establish a budget that allocates financial resources to the programs and activities that will accomplish the organization’s mission, vision, and goals.
6. Develop an ongoing system for monitoring and holding board members, committee members and the Executive Director accountable for their performance with regard to association work, goals, policies and budgets.
7. Implement an independent external review process (such as an independent audit or other independentexternal review) on a regular basis (as per NM statue), to assess the organization’s fiscal condition andhealth, including the effectiveness of its systems and policies for the protection and appropriate use of financial resources.

Bylaws and policies and procedures

Board members adhere to NMAEYC’s bylaws and policies and procedures.

Collective Decision-Making

Board members ensure that the collective decisions made by the governing board are

aligned with NMAEYC’s vision and mission and strategic plan.

III.   HIGH PERFORMING INCLUSIVE ORGANIZATION (HPIO)

As mandated by NAEYC, all Affiliates must adopt and implement an HPIO framework in their operations. The Board and staff commit themselves to the HPO framework provided by the HPO center and outlined in High Performance Organization: Five validated factors of competitive advantage that apply worldwide (De Waal,2015).

HPO is a conceptual, scientifically validated structure which nonprofits can practice and implement for deciding what to do to improve organizational performance. HPO is a framework that has to be translated by staff and Boardacross the organization.

“A high performing organization is defined as: an organization that achieves financial and non-financial results thatare exceedingly better than those of its peer group over a period of time of five years or more, by focusing in a disciplined way on that what really matters to the organization” (De Wall, 2015, p. 5).

The five key factors of high performance are:

1. 1. Management Quality: The Board and staff work as partners and the Board ensures that talented staff are matched to the right roles and that their capacity continues to grow to ensure high Management atthe Board and staff levels are defined by trust and integrity. Managers are positive role models and strong andconfident leaders. They refine their skills at making fast decisions and actions to take advantage of opportunities andto avoid risks. Management coaches staff to become better performers. Managers are results-oriented and get theteam rowing in the same direction to meet or surpass goals. They hold themselves and others accountable to performance measures and take decisive action on non-performers.
   2. Openness & Action Orientation: The Board and staff create and cultivate a safe environment whereperiodic effective communication and dialogue take place; where sharing new ideas and knowledge acrossorganizational levels and programs are welcomed; where feedback is sought from the right people at the right time,where healthy risk-taking can occur; where mistakes can occur and Board and staff do not cover them up but focus onlearning from and remedying Both Board and staff are open to change, reflect continually on where they areperformance wise and where they want to be, learn to be flexible and adapt, and implement a cycle of continuous improvement. Board and staff commit to and promote high standards and continually focused on achieving goals andtarget objectives.
   3. Long-term Orientation: The Board and staff commit to building relationships with its many constituents and being stakeholder-oriented, that is, creating win-win scenarios for both the organization and its many constituents: members, community partners, sponsors, donors, The organization is socially responsible and justice-oriented ensuring that it invests in local economies andpreserves the environment. The Board and staff are also customer-oriented, ensuring that they periodically engage with and listen to members and are responsive to their questions, concerns, and needs, and use member feedback to improve programs and products in order to meet member expectations while at the same time anticipating their unarticulated needs. The Board and staff also commit to developing employee loyalty by supporting staff professional development so that employees have the skills and competence to work autonomously. For the long-term, NMAEYC will focus on developing leaders and promoting from within. Finally, Board and staff commit to creating a safe workplace where employees can provide constructive criticism and their feedback is taken seriously and used when appropriate.
   4. Continuous Improvement & Renewal: A cycle of continuous quality improvement will be implemented and welcomed. The Board and staff will work toward having a unique strategy in program and product creation and execution. The Board and staff will ask themselves, “why should the ECE workforce come to our organization and not go to a competitor, what makes us different?” This uniqueness will fit on the front page of thestrategic plan, and be both a beacon and compass for the organization. Key to the finding a unique strategy is developing innovative products, services, and processes. The organization will focus and continually improve its core strengths and look to take advantage of disruptive innovations to stay ahead of the curb (e.g., online learning, keynote broadcasting, etc.) The organization will focus on process improvement, simplification, and alignment. Performance across programs and organization-wide will be periodically reported, monitored, and data will be evaluated against key performance measures.
   5. Employee Quality: Management will focus on creating an environment that engages and inspires employees. This means giving employees challenging and meaningful work, increasing responsibility, setting high standards, improving performance, involving employees when appropriate, and connecting employees with theorganization’s constituents, partners, funders, and Board members.

For case studies and examples of how these factors are embedded in the organization’s work see De Wall (2015).

Commitment to Inclusivity

NAEYC’s commitment to inclusivity in board and membership is outlined in its Statement of Commitment as aHigh-Performing Inclusive Organization (NAEYC, 2016). See Appendix 1.

The Board commits itself to understanding that diversity is broad, multidimensional, and inclusive of diverse viewpoints and perspectives and commits itself to recruiting Board members, staff, and NMAEYC members that are diverse in gender, race, age, ability, experience, profession, etc., because championing diversity and inclusivity is not only the right thing to do, but also impacts the financial performance and viability of the organization.

The board commits itself to intentionally creating organizational policies and systems that increase access andopportunity for diverse current and potential NMAEYC members, Board members, and staff.

Furthermore, in pursuit of HPIO, the Board will also ensure that the Board is:

• Diverse in skills and reflective of the community it serves
• Clear on responsibilities, takes them seriously, and executes them effectively
• Continuously working on a strong leadership pipeline
• Regularly engaging in performance reviews of Executive Director and the organization
• Continuously working to build a solid cash reserve, to have a strong positive cash flow, to have at least 1 month in the bank and 3 – 6 months available as unrestricted cash balances, have little debt, to have fundraising and revenues that are balanced, diverse, and managed well
• Ensuring that programs are always mission-centric, show clear and measurable impact and can be evaluated forimpact (quantitative and qualitative)
• That Board and staff communicate a consistent and effective and compelling narrative to constituents,members, partners, and And that the board create, update, and implement a strategic plan
• Able to communicate a compelling and clear narrative of the organization’s mission, purpose and impact to its (possible) funders, members and constituents
• Supporting and ensuring that the Executive Director is a visible, vocal, and effective public championand storyteller/voice for the organization.

IV.   BOARD STRUCTURE

The principal officers of the Board are:

1. President
2. President Elect or Past President
3. Secretary
4. Treasurer

The principal officers constitute the Executive Committee. The Executive Committee, with the support of theExecutive Director, prepares the Board agenda, policies, procedures, and other work of the Board for board approval.The Executive Committee does not make decisions on behalf of the board unless instructed by the board (see section XXVIII below).

Other standing officers are…

1. Vice President of Public Policy
2. Vice President of (NAEYC) Accreditation
3. Vice President of Membership Services
4. Vice President of Professional Development

At its discretion, the Board may compose its structure with 6 Board members representing diverse fields and topics within the profession, such as:

1. Infants/Toddlers
2. Home Visiting
3. Primary Grades (K-3rd)
4. Family Care
5. Special Education
6. Bilingual Education
7. Directors/Principals (leadership)
8. Teacher Assistants
9. Play/Curriculum
10. Emerging Professional (under age 30)
11. College/Student Representative

Officers will run in annual elections as Board Members at Large (representing a particular field that they choose).See election procedures.

One board-appointed member may be chosen to fulfill a particular expertise or skill (e.g., accounting, human resources,marketing, business, legal issues, etc.) on the board. That member will serve for a two year term and cannot succeedhim/herself more than once unless approved by the Board.

The NMAEYC Board will have no less than 10 members and no more than 15 members at any one time as per NMAEYC’s Bylaws.

When a New Mexico resident and NMAEYC member is selected to sit on NAEYC’s Affiliate Advisory Council, oron the NAEYC Board or other council, that member can sit on various NMAEYC committees in a consultativecapacity. That member can also run and be elected for other NMAEYC Board positions during his/her tenure on the NAEYC board or council.

When a Board member is selected to sit on NAEYC’s Affiliate Advisory Council or board, that member will fulfillhis or her NMAEYC commitment and strive to balance the interests of NMAEYC and NAEYC.

Board Member Duties

President

• Chairs meetings of the Executive Committee and Board and develops the agenda with the Executive Committee.
• Chairs the conference committee alongside the VPs of Membership and Professional Development.
• Appoints the chairpersons of special and sub-committees, in consultation with other Board members.
• Helps guide and mediate Board actions with respect to organizational priorities and governance concerns.
• Leads annual strategic planning.
• Communicates with the staff about the Board’s short and long-term goals and plans.

President Elect

• Prepares to assume the office of President.
• Fills the office of President should that office become vacant, and subsequently fill the office of boardPresident for a regular term as is entitled to the president-elect. While the President elect is favored to assume the President position in case of a vacancy, the Board can also choose an alternate candidate as per bylaw.
• Assists the board President in the execution of his or her duties
• Supports strategic planning and implementation.
• Plays an active role on the conference and/or other committees.

Past President

• Supports the new President in learning and implementing the role of President.
• Supports strategic planning and implementation.
• Plays an active role on the conference and/or other committees.
• Develops and coordinates events for rapport-building between staff and Board.
• Supports the professional development committee with Board training and orientation at the Annual Leadership Retreat.

Treasurer

• Serves as financial officer of the organization and as chair of the finance committee.
• Manages, with the finance committee, the board’s review of and action related to the board’s financial responsibilities.
• Works with the Executive Director to ensure that appropriate financial reports are made available to the boardon a timely basis.
• Assists the Executive Director in preparing the annual budget and presenting the budget to the board for approval.
• Reviews the annual audit, 990, and answers board members’ questions about the audit.
• Ensures development and board review of financial policies and procedures.
• Monitor the receipt of all money due to and held by the organizaton.
• Ensures that all funds are properly deposited in organization’s designated bank account.
• Ensures that the organization maintains tax-exempt status.
• Signs financial forms and instruments as necessary.
• Provides a report at each board meeting ahead of time on google docs.

Secretary

• Prepares and provides written minutes to board members one week prior board meeting for review.
• Keeps abreast of parliamentary procedure and trains/informs board on Robert’s Rules of Order during Boardmeetings, the Annual Leadership Retreat, and throughout the year.
• Supports the professional development committee with Board training and orientation at the Annual Leadership Retreat.
• Files on a digital cloud or google docs approved minutes and maintains the official list of board members,board meeting attendance, in accordance with procedure.
• Ensures that all board-related documents are uploaded on google docs for all board members to access before board meetings.

Vice President of Public Policy

• Chairs the Public Policy committee.
• Will be informed and engaged in public policy activities (legislative, regulatory), including coalition efforts at the local and state level and through NAEYC at the federal level.
• Recommends NMAEYC endorsements for political causes for Board approval.
• Develops annually the public policy priorities to be approved by the board for issues related to children ages 0-8 and the field, in the context of the political climate and legislative/regulatory schedule of the state. Approves changes to the public policy agenda due to the immediacy of the issue and the timely nature of thelegislative session and/or engages the board in discussion and approval changes when the topic is controversial, debatable, or affects the association and/or membership. Providestechnical assistance and training on advocacy and public policy at NMAEYC meetings.

Vice President of Professional Development

• Chairs the Conference Committee alongside with the President and VP of Membership Services.
• Keeps abreast of professional development and conference trends.
• Receives requests from NMAEYC and Board members for financial support for professional development when funds are available.
• Reviews requests and notifies the Treasurer of requests granted.
• Maintains an accounting of requests and their amounts.
• Aims to strengthen the nonprofit skills of sitting Board members through orientation, mentoring, socialization activities.
• Considers tools and processes to improve the Board’s effectiveness, with particular emphasis on NMAEYC’s commitment to be a high-performing, inclusive organization.
• Works with other Board committees or activities to identify and address barriers to the ongoingdevelopment of skilled and diverse leadership throughout the Association (individual members, components, and national service).

Vice President of Membership Services

• Chairs the Membership Services committee.
• Chairs the Conference Committee alongside the President and VP of Professional Development.
• Supports staff in assessing the professional needs of members.
• Keeps abreast of membership association trends.
• Examine issues and provides input related to member engagement (publishing, membership services/programs, leadership development, professional development solutions, and conferences) and ensurethat member engagement reflects diversity across dimensions of age, race/ethnicity, professional role, andgeography and other diversity factors related to HPIO.

Vice President of Accreditation

• Serves as chair of the Accreditation Coommittee.
• Reports to the NMAEYC Board at scheduled meetings on the activities and actions of the Accreditation Facilitation Project (AFP) and Accreditation Committee throughout the year.
• Secures members from local areas and monitors committee member job descriptions.
• Calls periodic meetings of the Accreditation Committee as required to carry out the work of the committee.
• Coordinates with the AFP consultants and the committee members to
  • complete the committee forms required by NMAEYC including plans, goals, budget and evaluation
  • implement the annually established goal and plans with the committee members and the AFP consultants and evaluate results
  • ensure that the annual conference strand and/or preconference is coordinated with theNMAEYC conference committee
• Maintains contact with NAEYC Accredited Centers and represents their concerns and interests in the work of the AFP as an Accreditation Committee.
• Participates in the monthly NAEYC Accreditation Conference Calls.
• Initiates conversations and communication with CYFD/OCD.

Members at large and board-appointed member

• Fulfill board member responsibilities and duties.
• Advocate for their disciplines and lead special projects, conference presentations, regional workshops, ,that will enhance member benefits, membership experience, and are aligned with NMAEYC’s vision andmission.
• Volunteer on committees and/or be appointed by the President to serve on special committees and take onother duties as requested by the
• Support the professional development and membership committees in their goals.
• Support fundraising efforts and other organizational projects.

V.   BOARD MEETINGS

Meetings will be open to the membership and the public except when the President officially announces executivesession due to the subject relating to litigation, personnel, or contemplated real estate transactions.

The Board is the sole authority over its own agenda and follows Robert’s Rules of Order at meetings.

1. Attendance at Meetings

Regular attendance at meetings of the Board is required of all Board members. If attendance is not possible, the member must notify the President in advance. Attendance and absence will be noted in the Board minutes and monitored by the Secretary. Two consecutive unexplained absences shall be interpreted as resignation from the Board as per bylaw. At the time of the second unexplained absence, the President will send a letter thanking the member for his or her service and acknowledging that the member has resigned.

2. Setting the Agenda

At least two weeks prior to every Board meeting the Executive Committee will set the agenda for the Board meeting.Board members requesting time on the Board meeting agenda must notify the Board President or Executive Directorbefore or by the date of Executive Committee meeting: Please see protocol and policy for submitting board agenda items to Executive Committee.

The President will send the meeting agenda to the members at least 10 days prior to the meeting. At the time that theagenda is sent, the email will include a link to google docs or other online cloud that holds the documents needed to be reviewed and/or approved by the board at the upcoming meeting.

3. Minutes

The minutes will be drafted following the executive committee and board meetings by the Secretary and then givento the Executive Director and President for review and sent to Board Members via google docs or other online cloud.

The Secretary will send the minutes to all Board members and Executive Director prior to the next Executive Committee meeting.

4. Reports

Committee Chairs will upload reports to an online cloud or google docs no later than ten days prior to scheduledBoard meetings so that reports can go out along with the meeting agenda and other documents. The ExecutiveDirector will also upload an association report to online cloud or google docs for the board prior to the meeting and provide oral updates in accordance to the strategic plan.

VI.   BOARD RETREAT

The purpose of the Board Retreat is to train Board members on the following.

1. Association vision, mission, purpose, and programs
2. ByLaws
3. Board Policy
4. Board Structure, Responsibilities, Duties
5. Dates/places for Board meetings
6. Annual Strategic Planning
7. How to read a budget
8. Nonprofit best practices
9. HPIO

A sub-committee of the Professional Development Committee organizes the retreat.

VII.    NMAEYC MEMBER REGIONAL & COMMUNITY EVENTS

The Membership Committee can develop and support regional members with professional development events, gatherings, interest groups, resources, and other membership benefits/opportunities. A percentage of membershipdues, reviewed periodically and approved by the board, will be allocated each year to be used to hire a membership director, increase and/or improve membership programs/benefits, services, or regional events. The membershipdirector will be hired by the Executive

Director and work with the VP of Membership Services to map and outline a yearly budget for the expenditure of dues.

VIII.    COMMITTEES

The President — with the advice of the Executive Committee and Executive Director and with the approval of the Board — will determine the arrangement of standing, special, and sub-committees and appoint chairpersons for the latter two.

Decision-making process

1. VP Board Members are chairs of their committees; they shape and guide the vision, goals, budgets of their committees in accordance to the organization’s strategic plan. They are responsible for implementing and achieving their annual plan and monitoring their budget expenditures.
2. Chairs seek the wisdom of diversity, seek multiple sources of data and perspectives, and work collaborativelywith their committee members to achieve consensus, but when that is not possible the chair makes the final decision tomove the committee work forward.
3. Chairs are accountable to the board and report on their events and successes at every meeting.
4. Chairs submit a strategic plan for their committee and budget expenditure and work with Executive Committee to make a final recommendation for budget allocation to the Board.
5. Chairs monitor and report changes to their annual strategic plan and budget to the Executive Committee. The Executive Committee may ask and require Chairs to get Board approval for significant changes in their budget and

Decision-making process special and sub-committees

1. Appointed chairs follow the same guidelines as
2. They make final recommendations to… In the case of special committees…

• • The Board

In the case of sub-committees…

• • The chair of the committee that houses the sub-committee

Decision-making process – Executive Committee

1. The President chairs the committee and follows the same guidelines as above. The Executive Director is an ex officio of the executive committee. Other senior staff sitting on the committee play a consultative role.

IX.   PROFESSIONAL DEVELOPMENT COMMITTEE

The VP of Professional Development supports the professional development of both Board and NMAEYCmembers. Each year, the VP of Professional Development, with the collaboration of the executive committee and the professional development committee, will determine the amount of money set aside for NMAEYC members and Board members to attend conferences. Board members approved to attend professional development conferences are required to share their learning with presentations at Board meetings and NMAEYC Annual Conference workshops.

The following procedures will occur:

The Professional Development (PD) committee will develop an annual plan to support NMAEYC members andBoard members to attend strategic conferences when funds are available. The plan will identify conferences, eligibility,assistance amounts, and expectations for attendees.

The PD committee is responsible for distributing applications for scholarships via website and e-mail blast. All applicants will be notified of the outcome by the PD Chair or his/her designee.

The PD Committee has a sub-committee that plans for the professional development of Board Members. Thiscommittee plans for such things as the Board Orientation Retreat and on-going trainings related to nonprofit bestpractices. The VP of Professional Development keeps the Board abreast of NAEYC Affiliate news and online trainings related to Association work.

Board members seeking additional assistance or different professional development opportunities must follow policy.

X.   NMAEYC PRE-CONFERENCE & CONFERENCE COMMITTEE

The Board oversees the budget and operations of the Conference Committee, which is

co-chaired by the President, VP of Professional Development, and VP of Membership. The Director of Membership and Programs (staff position) manages logistics and supports the sub-committees.

Conference Chairs will give conference reports at regular Board meetings. Conference Coordinator or ExecutiveDirector provide updates on revenue, registration numbers, and other important financial data.

The chairs will be responsible for the selection of the conference theme and the conference Keynote Speaker.

Upon selection of the keynote speaker, the Conference Chairs will notify the board. An invitation will be issued tothe selected keynote speaker by the Conference Chairs.

The Director of Membership and Programs and Executive Director with the help of staff, Board members, and committeemembers, will use data (conference and membership surveys, trends in conference planning, NAEYC models, etc.) to inform pricing, development of conference products, participant needs, a conference prospectus for exhibitors, and marketing strategy, for the Conference.

Please see Appendix 2 for structure of sub-committees under the Conference Committee.

Individuals interested in presenting at the conference may submit a proposal online, which will be reviewed and go through a selection process overseen by the Conference Seminar Chair and the conference seminar committee, which isa subcommittee of the conference committee. The Seminar Chair is appointed by the conference committee chairs. Presenters chosen will be informed by the Seminar Chair and will receive one free registration which does notinclude lunch. Multiple presenters may be asked by the seminar chair regarding additional payable registrations.

Community Connections are non-profit organizations that work in some capacity with families and children. Each Community Connection table will receive two free registrations, which do not include lunch. Organizationsmay confer with the Community Connections Chair regarding additional registrations.

Don Thompson Sensory Exploration presenters will provide hands-on, developmentally appropriate activities to be shared with Conference participants. Each Sensory Exploration table will receive four free registrations which do not include lunch.

Commercial Exhibitors will be offered tables at the Annual Spring Conference. Fees will be determined by the chair and approved by the Conference Committee Chair.

NAEYC publications will be available at the conference. The Publications volunteer will set up and oversee the display and selling of NAEYC publications.

The Board, staff, and the Conference Committee members who work prior to and/or on the day of the conferencewill receive complimentary registration not including lunch.

The chairs will decide upon agenda and keynote programs.

Monies raised on the Judy Lambie Memorial Raffle will be used to fund scholarships to the State Conference. Boardmembers are encouraged to find items for the raffle.

Applications for scholarships will be published in the NMAEYC website. Applications will be reviewed by the Professional Development Committee. All applicants will be notified of the committee’s decision. Scholarships arelimited to NMAEYC members.

XI.   RESOURCE DEVELOPMENT AND FINANCE COMMITTEES

The Resource Development Committee is a subcommittee under the Finance Committee that spearheads fundraising campaigns in accordance with the strategic plan and financial planning and the president appoints a chair. Thiscommittee reports to the Treasurer.

The Finance Committee is chaired by the Treasurer and has the following responsibilities.

All financial policies and procedures are identified in the NMAEYC Accounting Manual and are updated periodically. Staff or contractors responsible for NMAEYC finances will receive training on the accounting manual and other nonprofit best practices in accounting and financial planning

Contracts and Grants:

The Executive Director will keep the Executive Committee and the Board appraised of possible grant opportunities.

• A summary of proposals to be submitted on behalf of NMAEYC will be shared with the Board or Executive Committee.
• The President and at least one other Board member will review all proposals prior to submission.
• Copies of the contracts and grants will remain on file for seven years after completion of contract.
• NMAEYC will include an administrative fee when
• Support letters for grants of other groups/organizations will be approved by the President and when appropriate by the Executive Director.

XII.    NATIONAL NOMINEES FOR NAEYC BOARD

In the event that a member is nominated to run for a position on the NAEYC Board, NMAEYC may assist in supporting that candidate with a platform for advertising his or her campaign.

XIII.    SPOKESPERSONS

The primary spokespersons for NMAEYC will be the Board President and Executive Director.

• The Vice President of Public Policy will also serve as spokesperson for issues relating to political campaigns, legislation, social justice campaigns, etc.
• The Executive Director with the support of the President and Board will be responsible for issuing statements(written or oral) stating NMAEYC’s public position on issues.

XIV.    MEDIA

All media contacts are to be handled by the Executive Director.

All press releases or other promotional materials are to be approved by the Executive Director with the support of staff and Board.

XV.   NEPOTISM

Board members and their immediate family members (as defined below) will be excluded from consideration for employment and/or contracted services by the organization.

Employees will not serve as elected members of the Board.

Employees may not hold an NMAEYC job that a member of their immediate family and NMAEYC employee exercises supervisory authority.

In this section, immediate family includes the following: husband, wife, son, son-in- law, daughter, daughter-in-law, father, father-in-law, mother, mother-in-law, brother, brother-in-law, sister, sister-in-law, grandparents, and grandchildren.

XVI.    BOARD CODE OF CONDUCT

With trust at the foundation of our work, we have established this code of conduct to guide our work as members of the NMAEYC Governing Board.

By becoming an NMAEYC Board member I agree to adhere to the following:

(a) Fully and enthusiastically support the NMAEYC vision, mission, core values and beliefs, strategic priorities and all other Board-adopted policies.

(b) Actively participate in, and contribute to, an open, professional board culture by respecting and seeking to understand diverse points of view.

(c) Work to assure that NMAEYC continues to grow as a high-performing, inclusive organization of groups andindividuals and using this framework in my Board deliberations.

(d) Promote the work of NMAEYC to the field and to the public at large, and take ownership of the work we do together.

(e) Embrace and respect ideas, insights, and concerns that evolve out of the values of diverse culture and belief systems.

(f) Represent and serve the needs of NMAEYC as an organization and the entire NAEYC community, not aparticular geographic region, organization, or constituency.

(g) Be a responsible and committed steward of NAEYC’s programs and resources.

(h) Understand that the NMAEYC Board is a policy board and that the Board’s role is to establish the policies that govern the Association not to manage the organization.

(i) Adhere to all Board policies, including but not limited to policies on confidentiality, conflict of interest and inurement prohibition, and anti-corruption.

(j) Respect and support all decisions of the of the Board.

(k) Work with the other Board members and members of the staff in the spirit of harmony and cooperation.

(l) Participate actively in Board meetings, Board activities and on committees, and follow through on my Board commitments, tasks, and responsibilities.

(m) Make the necessary commitment of time and diligence to fulfill my governance responisibilities.

(n) Encourage and participate in open, inclusive, and respectful dialogue regarding all Board issues, concerns, and discussions.

(o) Recognize that since the Board consists of individuals with differing perspectives, debate is necessary and encouraged.

(p) Be well informed about developments and issues that may come before the Board.

(q) Work to learn more about my responsibilities and to improve my effectiveness.

(r) Keep confidential any proceedings of the Board that are not yet ready for public dissemination, exceptwhere disclosure is required by law.

(s) Have the courage to offer a minority opinion when necessary and be willing always to listen to, respect,and consider opinions offered by others.

(t) Speak directly to individuals involved about issues of concern regarding those individuals.

(u) Handle concerns or complaints in a professional manner – directing operational concerns to Executive Director; and directing concerns about Board policy to the President.

(v) Call to the attention of the Board any issues that may have an adverse impact on NMAEYC or those we serve.

(w) Act impartially and not seek preferential treatment from or for any organization or individual inside or outside NMAEYC.

(x) During Board discussions, disclose any potential conflict of interest related to the issue under discussion and exclude myself from Board decisions where I am involved in a conflict of interest.

(y) Not use my Board position for personal advantage or the advantage of friends or relatives.

Finally, I understand that I must bring any violations of this Code of Ethics, my own or those of another Board member, to the attention of the Board President and that in doing so I am helping to assure the strength and integrity of NMAEYC and safeguard the field of early childhood education.

Complaints Regarding Board Conduct Procedure

These Procedures will apply to all complaints, allegations, inquiries or submissions (“Complaints”) involving apotential violation of the NMAEYC Board Code of Ethics received by NMAEYC about a Board member, committee, advisory group and accreditation body member or candidate for election or appointment to any such group, whether initiated by another Board member, an officer, employee, member, or agent of NMAEYC, orother third party.

All persons engaged in investigations or decisions on behalf of NMAEYC with respect to any complaint reviewedunder these Procedures or the Whistleblower and Anti-Fraud Policy Procedures are indemnified and will be held harmless and defended by NMAEYC against any liability arising from such activities to the extent permitted by law, provided such individuals act in good faith and withreasonable care, without gross negligence or willful misconduct, and do not breach any fiduciary or other duty owed toNMAEYC.

Any individual who (directly or through his or her family or business) has any personal or private businessinvolvement in or connection to the alleged misconduct or has an ongoing, close personal or close professionalrelationship outside of NMAEYC with the Complainant or the Board member or candidate whose conduct is at issue,or any other conflict of interest, will not be permitted to participate in the matter to be reviewed. Any actual, potentialor apparent conflict of interest will be immediately disclosed by the affected individual in accordance with the Conflictof Interest and Inurement Prohibition.

Procedure for Process a Complaint

For each complaint involving an alleged violation of the Code that the Executive Committee determines is potentiallyactionable, such determination will be brought to the Board to determine whether or not the director or other volunteer should be removed pursuant to the bylaws.

Anti-Corruption Policy

As stated in the NMAEYC Code of Ethics, obeying the law, both in letter and spirit, is one of the foundations on which NMAEYC’s ethical standards are built. Members of the Governing Board, committees, advisory groups, accrediting bodies, volunteers and NMAEYC staff must comply with all applicable laws and regulations and encourage and support such behavior in others.

Gifts and Hospitality Policy

Gifts and hospitality may not be motivated by any improper or unethical purposes or accompanied by any improper orunethical expectation of receiving anything in return.

NMAEYC may, at times, provide certain types of gifts or other hospitality, including entertainment, meals, travel, or other promotional expenditures to promote its activities and solidify relationships. While often common and socially acceptable, these types of expenditures alsocan be misused for corruption or bribery. NMAEYC does not consider the giving or acceptance of a token ofappreciation, such as a ball cap, tee shirt, jacket, an occasional lunch, game of golf, or the like with non-government officials to be a kickback, gift or gratuity for the purpose of this policy, so long as such is not given to improperly or unethically influence a decision affecting NMAEYC and its operations.

Members of the Board, committees, advisory groups, accrediting bodies, volunteers and NMAEYC staff must not accept gratuities, favors, gifts, occasional tickets for theater or sporting events or anything else with a monetaryvalue over $500 from contractors, potential contractors, parties to a sub-agreement or other third parties.

XVII.     CONFIDENTIALITY

It is the policy of NMAEYC that Board members and employees of NMAEYC may not disclose, divulge, or make accessible confidential information belonging to or obtained through their affiliation with NMAEYC to any person, including relatives, friends, and business and professional associates, other than to persons who have a legitimate need for such information and to whom NMAEYC has authorized disclosure. Board members and employees shall use confidential information solely for the purpose of performing services as a trustee or employee for NMAEYC. This policy is not intended to prevent disclosure where disclosure is required by law.

Board members and employees must exercise good judgment and care at all times to avoid unauthorized or improper disclosures of confidential information.

Conversations in public places, such as restaurants, elevators, and airplanes, should be limited to matters that do not pertain to information of a sensitive or confidential nature. In addition, Board members and employees should besensitive to the risk of inadvertent disclosure and should, for example, refrain from leaving confidential information ondesks or otherwise in plain view and refrain from the use of speaker phones to discuss confidential information if theconversation could be heard by unauthorized persons.

At the end of a Board member’s term in office or upon the termination of an employee’s employment, he or she shall return, at the request of NMAEYC, all documents, equipment, keys, papers, and other materials regardless of medium, which may contain or be derived from confidential information, in his or her possession.

XVIII.      CONFLICT OF INTEREST

Members must avoid conflict of interest with respect to their fiduciary responsibility. When the Board is to decide uponan issue about which a member has an unavoidable conflict of interest, that member shall absent herself/himselfwithout comment from not only the vote but also from the deliberation.

Board members must not use their position to obtain employment for themselves, family members, or close associates.Should a member desire employment, he or she must first resign.

Members will annually disclose their involvement with other organizations, with vendors, or any other associations that might produce a conflict.

Each year all Board members will sign the NMAEYC Conflict of Interest Statement at the annual Board Leadership Retreat.

Employees and Board members have an obligation to conduct business within guidelines that prohibit actual or potentialconflicts of interest. This policy establishes only the framework within which NMAEYC wishes its organization to operate. The purpose of these guidelines is to provide general direction so that employees can seek further clarification on issues related to the subject of acceptable standards of operation.

An actual or potential conflict of interest occurs when an employee or Board member is in a position to influence a decision that may result in a personal gain for the employee, Board member, or for a relative of either as a result ofNMAEYC’s business dealings. For the purpose of this policy, a relative is any person who is related by blood or marriage, or whose relationship with the employee or Board member is similar to that of persons who are related by blood or marriage.

No “presumption of guilt” is created by the mere existence of relationships with outside firms. However, if an employee or Board member has any influence on transactions involving purchases, contracts, or leases, it is imperative that he or she discloses to the organization as soon as possible the existence of any actual or potential conflict of interest so that safeguards can be established to protect all parties.

Personal gain may result not only in cases where an employee, Board member, or relative has a significant ownership ina firm with which NMAEYC does business, but also when an employee, Board member, or relative receives anykickback, bribe, substantial gift, or special consideration as a result of any transaction of business dealings involvingNMAEYC.

The materials, products, designs, plans, ideas, and data of NMAEYC are the property of NMAEYC, and should neverbe given to an outside firm or individual except through normal channels and with appropriate authorization. Any improper transfer of material or disclosure of information, even though it is not apparent that an employee or Boardmember has personally gained by such action, constitutes unacceptable conduct. Any employee or Board memberwho participates in such a practice shall be subject to disciplinary action, up to and including discharge.

XIX.      SEXUAL HARASSMENT POLICY

NMAEYC prohibits any employee, Board member, volunteer, or vendor from making sexual advances of a verbal or physical nature toward another employee, Board member, volunteer, or applicant for employment.

All employees, Board members, volunteers, or vendors must be allowed to work in an environment free from unsolicited and unwelcome sexual overtures. Sexual harassment is defined as behavior that is unwelcome and personally offensive. It reduces morale, interferes with work productivity, impugns individual dignity, and is contrary to NMAEYC’s mission, vision, or principles.

Some examples of sexual harassment are:

Unwelcome or unwanted sexual advances. This includes patting, pinching, brushing up against, hugging, cornering, kissing, fondling, or any other similar physical contact considered unacceptable by another individual.

Requests or demands for sexual favors. This includes subtle or blatant expectations, pressures, or requests for any typeof sexual favor accompanied by an implied or stated promise of preferential treatment or negative consequencesconcerning one’s employment.

Verbal abuse or kidding that is sexually oriented and considered unacceptable by another individual. This includescomments about an individual’s body or appearance (where such comments go beyond a mere compliment); off-color jokes that are clearly unwanted; or any other tasteless sex-oriented comments, innuendoes, or offensive language.

Any sexually oriented conduct that would unreasonably interfere with another’s work performance. This includesextending unwanted sexual attention to someone, which reduces personal productivity.

Participation in fostering a work environment that is generally intimidating, hostile, or offensive because of unwelcomeor unwanted sexually orientated conversation, suggestions, requests, demands, physical contacts, or attention.

Sexual harassment is a practice that demeans the individual being treated in such a manner. Consequently,NMAEYC will not tolerate sexual harassment of its applicants, employees, Board members, or volunteers by anyone. NMAEYC will, as necessary, take disciplinary action, up to and including termination, in accordance withthis policy to ensure that we meet our responsibilities to our employees, our Board members, our vendors and our volunteers.

XX.     RELATIONSHIP WITH EXECUTIVE DIRECTOR AND STAFF

The Board of directors hires, discharges, supports, supervises and evaluates annually the performance of the Executive Director (ED). He or she shall be ex-officio, non- voting member of the Board. The ED shall be responsiblefor the day-to-day administration of NMAEYC’s affairs and shall manage and direct all activities of the organization asprescribed by the Board. The Executive Director works closely with the Executive Committee and the Board to carry outBoard-established policies, procedures, and programs to effectively advance NMAEYC’s vision and mission. All administrative and management decisions made by the Executive Director must be made within the context of Board-adopted policies, and the Association’s vision, mission, values and beliefs, strategic direction, and approved budget.

Agents and Employees of NMAEYC

The ED shall have the power to hire and discharge agents and employees of the organization in accordance to personnel policies and shall oversee and direct their activities in carrying out the work of the organization. The EDwill follow HPIO best practices in hiring, managing, and evaluating staff. The ED shall perform such other duties as may be assigned to him or her from time to time by the Board.

The ED shall not cause or allow any practice, activity, decision, or organizational circumstance that is either unlawful, imprudent, or in violation of commonly accepted business and professional ethics.

With respect to the treatment of paid and volunteer staff, the ED may not cause or allow conditions that are unfair or undignified. Accordingly, he or she shall not (1) operate without written personnel policies that clarify personnel rules for staff and provide for effective handling of grievances and protect against wrongful conditions such as retaliation, nepotism, and grossly preferential treatment for personal reasons; and (2) discriminate against any staff member.

The ED is the Board’s link to operational achievement and conduct, so that all authority and accountability of staff is considered the authority and accountability of the ED. Accordingly, the Board will never give instruction to persons who report directly or indirectly to the ED. The Board will refrain from evaluating, either formally or informally, any staff other than the ED. Any complaints orconcerns a Board member has regarding a staff member should be directed to the Executive Director.

Board and Staff relationship

From time to time, Board members work closely with staff on various projects related to the organization’sprograms. In these situations, Board members will act in a consultative capacity providing staff expertise and skill tohelp staff accomplish their tasks. Program projects and tasks are under the purview of the Executive Director. If Boardmembers have recommendations for changes, they should consult with the Executive Director and refrain fromgiving direct orders to staff. The Executive Director will provide clarity to both staff and Board members as to theroles of staff and Board members, the outcomes of the collaboration, deadlines, and track accountability.

From time to time, staff will support Board members in their committee work. Board members will map out logistics with the Executive Director that outline the amount of time staff will dedicate to the committee work, the outcomes of the collaboration, the deadlines, and the role of the staff. Board members will track accountability and direct any concerns directly to the Executive Director.

The Executive Director should be cc’d on any significant communication between staff and Board members relating to co-collaboration on projects and tasks, so that the Executive Director remains abreast of the projects and collaborations.

Communication with Board and Staff

It is the responsibility of the ED to keep the Board and staff informed about the operations of the organization and itsprograms. The ED shall communicate with the Board periodically submitting data and other relevant information to theBoard or required by the Board in a timely, accurate and understandable fashion. The ED will keep the Board aware ofrelevant trends, anticipated media coverage, and significant changes, and make recommendations for approval from theboard in order to keep programs thriving and the organization’s financial standing viable and sound. The ED shall communicate with the staff periodically about the organization’s vision/mission, goals, values, HPIO and other relevant Board-related initiatives plans via email, newsletter, monthly staff meetings, etc.

Executive Director Evaluation

The Executive Committee will prepare and conduct the Executive Director evaluation annually. The evaluation shouldtake place three months before the next fiscal year.

The committee reviews with the ED the performance evaluation tool and sets objectives for the evaluation.

• The ED provides a self-evaluation to the executive committee. The tool also allows staff to provideanonymous input/feedback on the executive director performance and will be provided to the executive committee. The executive committee presents the self-evaluation to the board at a board meeting.
• The board is provided the performance evaluation tool and requested to fill out manually or electronically. The board evaluation tool should include performance measures aligned to the strategic plan.
• At a board meeting the board can discuss ED performance, issues, concerns, and celebrations with/without ED present before filling out the evaluation tool. ED and Board evaluation results are subsequentlycompared and discussed at another board meeting and later the executive committee shares results with the ED.
• The executive committee works with ED to set new FY measurable performance
• The executive director can respond (in person or in writing) to the full
• The review and the response (if there is one) are placed in the ED’s personnel file.
• The executive committee will periodically review and review the ED job description and evaluation tool.

Executive Director hiring and compensation

A special committee will be created to research and make recommendations for the annual salary of the ExecutiveDirector.

A special committee will be created to recruit, prepare interview questions, prepare resumes for Board review, set interview dates. Board will approve final candidates for interviewing. The special committee will follow HPIO guidelines for recruitment. The special committee will interview candidates. The committee will have broad representation of Board members, NAEYC members, and other professionals as appropriate. The committee will recommend the top three candidates for the board to do a follow up phone or zoom interview. The board will vote for the final candidate.

Firing of the Executive Director

If the Board or a Board member has strong reservations about whether the Executive Director’s performance is satisfactory, or there is evidence that the ED has committed egregious errors (e.g., embezzlement, unethical behavior,etc.), it should bring the issue forward to the President and subsequently at a closed board meeting for discussion. The Executive Committee will subsequently review the issues, review performance in accordance to job and work with the Executive Director to provide clarity in job duties and performance expectations and organizational policies. The Executive Committee will monitor ED progress until issues are resolved. If issues go unresolved, the following will occur:

The Executive Committee will inform the President of ED performance issues and the Board will discuss the issuesat the next Board meeting in closed session. The Board will review relevant data. If warranted, a Board member cancall for a vote of “no confidence” in the Executive Director. If there is a majority vote, the Executive Committee willmonitor and work more closely with the director in a supervisory capacity. Beginning with letting the executivedirector know the extent of dissatisfaction on the board, the committee will document the problems and take steps toimprove the ED’s performance. If performance does not improve within a short, specified time (30 days or less), theExecutive Committee will inform the President and Board and provide all relevant information, and at a Boardmeeting, the Board should call for a vote to fire the ED. The board may choose first to have the President approach the director and suggest that a resignation would be welcomed.

For egregious errors or unlawful conduct, the board will identify a special committee to immediately investigate thesituation and interview the ED, staff, constituents, and research other evidence. During the investigation, the ED maybe suspended with or without pay and an interim director assigned. The special committee will present their recommendation to the Executive Committee who will make a final recommendation to the Board. At a board meeting,the board will need a majority vote to fire the ED.

XXI.      BOARD FUND-RAISING

Board members are expected to be involved in fund-raising by using their personal and business connections whenappropriate, by soliciting funds when appropriate, by serving on fund-raising committees, and by attending fund-raising events. Board members should develop strategic fundraising goals and campaigns as part of the organization’s strategic planning.

XXII.      COMPENSATION

Board members shall serve without compensation. Board members shall be allowed reasonable reimbursement ofexpenses incurred in the performance of their duties, including attendance at Board authorized meetings and conferences.

XXIII.      E-MAIL POLICY

Meeting agendas, motions, and other information can be frequently distributed via an electronic distribution list of allcurrent Board members or can be housed in google docs or other online database for Board members to access.

Email regarding NMAEYC business may not be forwarded without the explicit and written approval of the originator of the email.

XXIV.    BOARD VOTING VIA E-MAIL

The following procedure provides a method for distributing motions, discussions, and votes via e-mail. This procedure is not intended to replace a regular meeting of the Board of Directors and should be used in rare situations.

For issues requiring Board of Directors decisions or actions that could not be completed at scheduled meetings, orwhich the President feels would require resolution before the next scheduled Board meeting, the following procedures will be followed:

Any Board member may make a motion. The person initiating the motion must prepare the motion and discussion and have a previously arranged a “second”, who will be cited in the e-mail. The initiator sends the motion anddiscussion to the President, who will distribute the motion.

The e-mail from the President to the Board will call for “discussion.” Depending upon the time frame required for a decision, the President will define how much time is permitted for discussion (usually one week), the date when voting will begin, and the date when voting will be completed. All comments and responses to the motion shouldbe sent via “reply all” to the distribution list. The actual vote on the motion will be captured via SurveyMonkey. A link to the voting survey will be attached in the e- mail.

E-mail voting will follow Robert’s Rules of Order and have three choices: Yes, No, and Abstain. If more than 50% vote yes, the motion carries.

The Secretary will have access to the voting results and send notice to the board. The Secretary will record the vote in theminutes in the meeting notes of the next Board meeting.

XXV.      NOMINATION & ELECTION POLICIES

The Executive Committee is charged to work with the Board in the selection of candidates for NMAEYC’s Governing Board election. Board members and the Executive Committee actively participate in identifying qualified potential members to receive information about serving on the NMAEYC Governing Board and an application for their consideration.

The Executive Committee is required to recommend a slate preferably with a minimum of two candidates for eachoffice or position.

Criteria to guide selection of candidates

The following goals guide the development of a slate of candidates who individually and as a group reflect (in order of priority):

High-quality leadership with commitment and contributions to the early childhood field.

1. Understanding of NMAEYC’s mission, vision, and goals.
2. Broad knowledge and awareness of issues facing the field and ability to conceptualize the appropriate role for the Association;
3. Strong interpersonal skills with ability to objectively consider various perspectives to guidemajor policy decisions of the Association;
4. Expertise in special areas needed by NMAEYC, including knowledge of governance and group functioning; association management skills; knowledge of and /or experiences in NMAEYC’s affiliate structure.
5. Multiple perspectives of the variety of the professional roles held by NMAEYC’s members;
6. The ability to be a spokesperson on behalf of NMAEYC and its vision/mission; and
7. Time necessary to provide necessary vision and leadership to serve effectively as a Governing Board member.

NMAEYC seeks to be continually informed by the wisdom of diversity and to become a more high-performing, inclusive organization. As such, the Association is committed to maintaining a Board composition reflecting diversity in ethnicity, professional experience, gender, age, and geographic area.

All candidates must be current members of NMAEYC at any level.

Deadlines for Receipt of Suggestions for Nomination

The deadline for suggestions of potential candidates shall be Feb. 1st. This deadline may be extended by the Executive Committee in cases where the committee must seek additional and/or otherwise qualified individuals forconsideration.

Solicitation of Potential Candidates:

Potential candidates shall be solicited in the following ways:

Announcements in NMAEYC web site, beginning in January of the year preceding the election year, includingselection criteria and responsibilities of the positions to be elected. Members are encouraged to recruit other memberswhom they believe possess the skills and qualities described and who would be qualified, to submit an application.Individuals may submit an application for consideration to the committee at any time. The application will be throughSurveyMonkey and hosted on the NMAEYC web site.

Selection of Slate

1. The Executive Committee shall formulate a slate to present for Board
2. Board members will vote upon the slate of officers via e-mail. All candidates will be notified in writing regarding their candidacy prior to March Conference.
3. The official slate will be announced at the Conference and announced on the NMAEYC web site by April

Eligibility for Voting

Individuals who are members in good standing on the NMAEYC membership list are eligible to vote in the yearly election.

Election Procedures:

The slate of officers and board members shall be presented to the membership in e- mail blast and on the website right before the conference, accompanied by written statements from each candidate. Members will vote via SurveyMonkey link and provided a deadline.

Announcement of Election Results

All candidates shall be notified in writing of the election results.

The Board shall be notified of the election results simultaneously with the candidates.

The membership shall be informed of the election results by an e-mail blast and on the website.

In Case of a Tie:

The Board will vote to break the tie.

Election Cycle and Board Member Tenure

Please see Appendix II.

XXVI.    Whistleblower and Anti-Fraud Policy

The NMAEYC Code of Ethics requires the Board, officers, and employees of NMAEYC to observe the highest standards of business and personal ethics in the conduct of their duties and responsibilities.

The purpose of this policy is to promote consistent, legal, and ethical behavior and to provide all members of the Governing Board, committees, advisory and accreditation bodies and volunteers with procedures for reportingunethical, illegal, or fraudulent behavior conducted by the NMAEYC members of the Governing Board and otheremployees, vendors, consultants, affiliated organizations or others that have a relationship with NMAEYC. Unethical,illegal, or fraudulent situations may pertain to:

• Fraudulent or negligent accounting
• Misappropriation or misuse of resources/funds
• Conflicts of interest
• Breaches of confidentiality
• Harassment or discrimination
• Safety or security hazards
• Theft
• Falsifying documents or records

All representatives of NMAEYC must practice integrity in fulfilling their responsibilities and comply not only with all applicable laws and regulations, but also with all approved NMAEYC policies and procedures. NMAEYC staffare expected to comply with the NMAEYC staff Whistleblower and Anti-Fraud Policy and procedure set forth in the NMAEYC Personnel Policies Handbook.

Anyone may report a complaint or grievance breach to either the President, or a member of the ExecutiveCommittee. The complaint must be in writing and can be anonymous. The President will take the complaint to the Executive Committee which will determine the next course of action.

Submitting a Complaint Other than through the Whistleblower and Anti-Fraud Policy

Complaints concerning the conduct of Board members or Board candidates may be made and transmitted in any manner by any person (“Complainant”) to the NMAEYC Board President or the NMAEYC Executive Director. Complaints concerning the President should be made to the NAEYC Past President or President Elect or Executive Director.

All complaints received by any person other than the President or Executive Director should be immediately directed orforwarded to one of them, or the President Elect or Past President in the event of a complaint concerning the President (insuch cases, the President Elect will carry out the duties of the President in these procedures). The Executive Committeewill present Complaints to Board for review.

All complaints must be in writing, and must contain the Complainant’s signature and contact information, including current email address and telephone number.

All complaints will be kept confidential.

Reporting Responsibility

It is the responsibility of all members of the NMAEYC Board, committees, advisory and accreditation bodies and volunteers, to comply with this policy above and to report suspected violations of fraud, theft, illegal activity, or other unethical activity.

No Retaliation

No NMAEYC representative who in good faith reports a violation of this policy will suffer any form of retaliation or adverse consequence. NMAEYC employees or representatives who retaliate against someone who has reported a violation in good faith are subject to discipline up to and including termination of employment or suspension or removal in the case of members of the Board, committees, advisory and accreditation bodies. This policy is intended to encourage and enable representatives and others to raise serious concerns within NMAEYC prior to seeking resolution outside of NMAEYC.

XXVI.    Equal Opportunity Policy

NMAEYC provides equal opportunity to all volunteers and qualified employees as well as applicants foremployment or volunteer service without regard to race, color, religion, sex, national origin, age, marital status,personal appearance, sexual orientation, gender identity or expression, spousal affiliation, serious medical condition,national origin, ancestry, familial status, family responsibilities, matriculation, political affiliations, physical or mentaldisability, source of income, place of residence or business, or any other basis protected by federal, state, or local law.

XXVII.    Anti-Harassment and Anti-Bullying Policy

Each volunteer, staff, board member is responsible for ensuring that NMAEYC provides experiences that are free from harassment, and volunteers may be disciplined, up to and including termination, for any violation of this policy. This is a zero-tolerance policy.

Anti-Harassment Policy

Harassment is defined as unwelcome verbal, written or physical conduct relating to another person’s race, color,religion, sex, national origin, age, marital status, personal appearance, sexual orientation, gender identity or expression,familial status, family responsibilities, matriculation, political affiliations, physical or mental disability, source ofincome, place of residence or business, or any other basis prohibited by federal, state, or local law.

Harassment includes, but is not limited to the following examples:

• Epithets, slurs, or negative stereotyping
• Threats
• Intimidating or hostile acts
• Denigrating jokes
• Displays of written or graphic material that denigrates or shows hostility or aversion toward an individual or group
• Bullying (see Anti-Bullying Policy)

 Anti-Bullying Policy

NMAEYC will not tolerate bullying. Bullying is defined as aggression, intimidation, or abuse against a coworker,including subordinates, whether direct or indirect, and may be verbal, physical, or electronic (cyber-bullying). Boardmembers found in

violation of this policy will be subject to the procedures for responding to concerns of Board member conduct.

XXVIII.     Executive Committee

The Executive Committee will serve as the first point of contact for issues arising in between meetings of the Board andto make decisions on issues that cannot be delayed until the next regularly scheduled Board meeting. When suchinterim decisions are required, the Executive Committee will determine:

1. if other Board members need to be involved (full Board or Committee of the Board); and
2. the appropriate mechanism for involvement (inform by e-mail, mail, phone, or poll by conference call/individual calls/mail/e-mail).

The Executive Committee will:

1. evaluate proposals for new, changed, or expanded initiatives and prepare reports/recommendations forfull Board action for purposes of making both short-and long-range decisions that are congruent with one another, prioritized appropriately to the Association’s mission, and feasible for successful implementationgiven the available
2. Review financial reports and procedures and review recommendations from the Finance Committee.
3. Prepare and conduct annual performance evaluations of NMAEYC’s Executive

Director and for the approval and review of the Board.

4. On rare occasion, the committee will have the authority to make financial decisions or purchases on behalfof the board that do not exceed $1,500 due the immediate nature of the decision or The committeewill disclose those decisions as soon as possible to the Board.
5. Prepare personnel and other organizational policies for Board The Executive Committeewill not without the approval of the full Board:
   1. Hire or terminate employment of the Executive
   2. Extend the employment of the Executive
   3. Approve compensation of the Executive Director; or
   4. Amend or remove this

XXVIX. Board Member Giving Policy

To demonstrate our commitment to our mission and to reach our annual fund-raising goal, board members agree thatthey must first make a gift themselves. This policy is intended to ensure that every board member supports NMAEYCwith an annual personal donation, as well as engages, develops, and spearheads other types of in-kind and financial donations.

Individual Board Member financial giving/contribution is essential for the following reasons:

1.          100% board giving adds integrity to the fundraising process.

1. How else can the NMAEYC staff and board team go out into the community with anyintegrity to ask for financial support?
2. How can NMAEYC ask others for financial support if its own leadership is not financially supportive?

2.          Board members are taking a firm stand behind their organization.

1. When board members give at 100% (i.e., all board members give something financially) they are making a proud statement to the community. They are saying:
   1. “We stand behind NMAEYC– every single one of us. ”
   2. “We believe in the mission – and we proudly support it financially.”

3.          Board members lead by example.

1. The behavior of NMAEYC board members sets an example to the rest of the community.
   1. To NMAEYC’s donors, to its volunteers and staff, and to the entire world.

4.          Many funders insist on 100% board giving.

1. They want to see the entire board stepping up proudly to support their organization.
   1. If the full board is not financially supportive, then the funder might back off.
   2. Without 100% board commitment, it indicates weak leadership to the funder.
   3. Many grants require that a nonprofit have 100% board giving.

5.          Board members are legal custodians of NMAEYC’s mission.

1. Board members who dodge their personal giving responsibility are ignoring their role as legal guardians of the organization.
2. The board members themselves are the highest legal authority for the organization. In a sense, they “own” the organization. From the legal perspective, they are the official custodians of the mission.

Board giving is distinct and in addition to attending special events or otherwise participating in NMAEYC’s activities,such as volunteering on NMAEYC committees, volunteering at the conference, etc.

With the above in mind, NMAEYC board members will set a board-giving, in-kind, and/or donation goal as part of the annual budget approval process. Monthly financial reports will include an update on board giving.

Board members agree to the following: 

1. Each board member is expected to support NMAEYC by:
   1. Making an annual, unrestricted cash This donation is expected to be given to the best of eachboard member’s means and at a level each member would consider generous and impactful and to bepaid in full by December 31 of the current fiscal year.
   2. Attend and promote as many NMAEYC program and fundraising events as possible.
   3. Help secure additional resources (e.g., sponsorships, exhibitors, volunteers, foundation funding, corporate gifts, planned gifts, etc.)
   4. To open doors with the intent to create new relationships on behalf of the organization

Additionally, each board member commits to the following:

3. Work toward collecting, soliciting, acquiring, etc., the financial or in- kind support of at least $1,000 toNMAEYC each fiscal year in addition to his or her personal financial contribution.
   1. Examples of financial support
      1. Cash donations
   2. Examples of in-kind donations
      1. Financial securities that can be traded on the open market and converted to cash
      2. Free or discounted use of facilities
      3. Office furniture, equipment, and supplies
      4. Computer hardware and software
      5.  Goods and use of property (e.g., vacation rentals) for re-sale
      6. Items to be used in auctions, fundraisers, and other events
      7. Specialized services (accounting, graphic design, HR, legal, craft/food, plumbing, carpentry)

 

Please see NMAEYC in-kind examples of what you can strive to collect or have donated for  NMAEYC:https://docs.google.com/document/d/1mbZl2Oc57nZYUB4rcN20jVll3yye_qV-    BKe5SI7CNLw/edit?usp=sharing

Appendix 1: Board Terms, Length, and Election Years

 

Appendix 3.

Statement of Commitment as a High‐ Performing, Inclusive Organization https://www.naeyc.org/sites/default/files/wysiwyg/user-78/expanded_statement_of_commitment_as_a_hpio.pdf

To demonstrate our commitment to our mission and to reach our annual fund-raising goal, board members agree that they must first make a gift themselves. This policy is intended to ensure that every board member supports NMAEYC with an annual personal donation, as well as engages, develops, and spearheads other types of in-kind and financial donations.

Individual Board Member financial giving/contribution is essential for the following reasons:

1.            100% board giving adds integrity to the fundraising process.

1. How else can the NMAEYC staff and board team go out into the community with any integrity to ask for financial support?
2. How can NMAEYC ask others for financial support if its own leadership is not financially supportive?

2.            Board members are taking a firm stand behind their organization.

1. When board members give at 100% (i.e., all board members give something financially) they are making a proud statement to the community. They are saying:
   1. “We stand behind NMAEYC– every single one of us. ”
   2. “We believe in the mission – and we proudly support it financially.”

3.            Board members lead by example.

1. The behavior of NMAEYC board members sets an example to the rest of the
   1. To NMAEYC’s donors, to its volunteers and staff, and to the entire world.

4.            Many funders insist on 100% board giving.

1. They want to see the entire board stepping up proudly to support their organization.
   1. If the full board is not financially supportive, then the funder might back off.
   2. Without 100% board commitment, it indicates weak leadership to the funder.
   3. Many grants require that a nonprofit have 100% board giving.

5.            Board members are legal custodians of NMAEYC’s mission.

1. Board members who dodge their personal giving responsibility are ignoring their role as legal guardians of the organization.
2. The board members themselves are the highest legal authority for the In a sense, they “own” the organization. From the legal perspective, they are the official custodians of the mission.

Board giving is distinct and in addition to attending special events or otherwise participating in NMAEYC’s activities, such as volunteering on NMAEYC committees, volunteering at the conference, etc.

With the above in mind, NMAEYC board members will set a board-giving, in-kind, and/or donation goal as part of the annual budget approval process. Monthly financial reports will include an update on board giving.

Board members agree to the following:

1. Each board member is expected to support NMAEYC by:
   1. Making an annual, unrestricted cash This donation is expected to be given to the best of each board member’s meansand at a level each member would consider generous and impactful and to be paid in full by December 31 of the current fiscal year.
   2. Attend and promote as many NMAEYC program and fundraising events as possible.
   3. Help secure additional resources (e.g. sponsorships, exhibitors, volunteers, foundation funding, corporate gifts, planned gifts, etc.)
   4. To open doors with the intent to create new relationships on behalf of the organization.

Additionally, each board membercommits to the following:

1. 1. Work toward collecting, soliciting, acquiring, , the financial or in-kind support of at least $1,000 to NMAEYC each fiscal yearin addition to his or her personal financial contribution.
      1. Examples of financial support
         1. Cash donations
      2. Examples of in-kind donations
         1. Financial securities that can be traded on the open market and converted to cash
         2. Free or discounted use of facilities
         3. Office furniture, equipment, and supplies
         4. Computer hardware and software
         5. Goods and use of property (e.g., vacation rentals) for re-sale
         6. Items to be used in auctions, fundraisers, and other events
         7. Specialized services (accounting, graphic design, HR, legal, craft/food, plumbing, carpentry)

NMAEYC: Sample In-Kind Donations

For the fiscal year              my contribution toward the support of NMAEYC will be

1. Personal contribution ( ) $20 ( ) $40 ( ) $60 ( ) $100 ( ) Other $ ___________
   1. Please indicate:
      1. ( ) Check enclosed ( ) Check(s) will be sent on the following date(s): ________
      2. Please send me a reminder notice on ________________

2. My company will match (if applicable) $_________________
3. Special events are important to I will participate in (check all that apply):
   1. ( ) Planning events (e.g., Annual Conference, fundraising, Public Policy Institute, )
   2. ( ) In-kind (not inclusive of board meetings, e.g., committee work, presenting workshops, volunteering at conferenceand other events, and NMAEYC activities)
   3. ( ) Encouraging others to attend NMAEYC activities.
   4. ( ) Other ____________________________________
4. I can assist with fundraising outreach to the following foundations (please list if applicable):
   1. Businesses ___________________________________
   2. Corporations _________________________________
   3. Individuals __________________________________
   4. Agencies/organizations __________________________
   5. Other ______________________________________
5. I can provide/identify in-kind resources/services
   1. ( ) computer equipment, office supplies, furniture, volunteers, vehicles, tickets, professional services (e.g., public relations, web/design/print, legal, accounting, etc.) _________________________________________________________________________________________
   2. ( ) Other _______________________________________________________________________________________________

Each board member will get a copy of this policy.

Signature of Board Member:

__________________________________________

 __________________________________________

Name

 _________________________

Date

 

 

 

 

Approve April 2020