CUPA-HR Board Policies

Last updated by Board of Directors – June 6, 2011

Chapter One — Ends

A. Mission

From the Association’s bylaws:

CUPA-HR is higher ed HR. We serve higher education by providing the knowledge, resources, advocacy and connections to achieve organizational and workforce excellence.

B. Values

From the Association’s bylaws:

Association leaders will strive to apply the following values to the work of the Association:

  • Inclusive Membership
    We perceive CUPA-HR to be the collective voice of the higher education human resource community and strive to ensure that our membership includes all institutions, individuals and organizations with a vested interest in the higher education human resource profession.
  • Integrity
    We honor our commitments, make decisions in the best interest of our members, and act as responsible stewards of association resources.
  • Excellence
    We hold to the highest standards in all that we do as we endeavor to exceed our members’ expectations.
  • Partnerships
    We recognize the benefits of partnership and explore all opportunities to collaborate with other associations and organizations to advance our objectives.
  • Responsiveness
    We respond to member needs, inquiries and requests in a timely manner and consistently seek their feedback to improve our products and services.
  • Diverse Perspectives
    We value diverse points of view and actively solicit the input of our members in making decisions about the association.

C. Our Leadership Commitments

As members of CUPA-HR, we will:

  • Honor our commitments,
  • Act with integrity and accept responsibility for what we say and what we do,
  • Maintain confidences,
  • Make thoughtful, informed and impartial decisions,
  • Model inclusiveness and treat others with dignity and respect,
  • Abstain from actions or decisions that could result in a conflict of interest or damage our credibility, and
  • Stand ready to make difficult decisions for the good of our organizations and our profession.

Chapter Two — Executive Limitations

A. General President and Chief Executive Officer Role

From the Association’s bylaws:

The president and chief executive officer shall be responsible for representing the Association, the board of directors and the higher education HR professional community that the Association represents. The president and chief executive officer shall be responsible for the overall administration and day-to-day Association operations, its national office, and the conduct of Association activities consistent with the mission, strategic plan, work and values of the Association.

B. General Executive Constraint

From the Association’s bylaws:

The president and chief executive officer shall report annually to the board of directors and make such other reports as necessary to support board activities. The president and chief executive officer is an ex-officio non-voting member of the board and shall serve at the pleasure of the board of directors or for such term as the board of directors may determine.

C. Management of National Office Staff

The board recognizes that a dedicated, motivated, qualified, adequately compensated and continuously trained staff is required to fulfill CUPA-HR’s mission and accomplish the ends defined for the Association.

In addition, the president and chief executive officer will ensure that the national office is a workplace where:

  • Employee contributions are valued,
  • Everyone is treated fairly and equitably,
  • Harassment and discrimination do not occur,
  • Diversity and inclusion are embraced,
  • Employees are treated with dignity, and
  • Individual employee performance goals are established and evaluated annually.

D. Safety and Security of Staff and Facilities

With respect to Association property and activities of the Association, the president and chief executive officer shall strive to maintain a safe work environment.

Accordingly, the president and chief executive officer shall:

  • Comply with relevant laws and regulations;
  • Provide safe and healthy conditions to protect staff;

E. Compensation and Benefits of President and CEO and Other National Office Staff

  1. President and CEO Compensation and Benefits
    Compensation and benefits provided to the president and chief executive officer are outlined in the president and chief executive officer’s contract.
  2. National Office Staff Compensation
    Association employees will be rewarded for successfully contributing to initiatives and activities that facilitate the achievement of organization goals – whether the goals are financial or qualitative. The compensation budget is evaluated and approved as part of the annual budgeting process. The board determines total compensation for the president and chief executive officer and the president and chief executive officer determines the distribution of compensation funds to all other Association staff. All compensation adjustments are contingent on availability of funds.

    The CUPA-HR national board maintains a compensation philosophy that addresses both the hiring process and the salary review process.
    1. Initial employee compensation is based upon the current market value for a comparable position with variations in salary dependent upon the candidate’s relative skills, education and experience brought to the job to the extent that Association resources allow.
    2. Salary adjustments, bonuses and other total reward adjustments are based upon individual and team performance relative to the success of the organization, the goals achieved, and the market value of positions.
    The president and chief executive officer is responsible for developing and maintaining a staff compensation and bonus plan which takes into account the market value of the jobs, the Association’s performance, and the performance of each individual. Such a plan and changes to that plan must be reported to the board. The execution of the plan for the president and chief executive officer is the responsibility of the board; the execution of the plan for the national office staff is the responsibility of the president and chief executive officer.

F. Financial Planning and Budgeting

  1. Statement of Financial Stewardship and Responsibility

    Ensuring implementation and sustainability of the Association’s values are the essential purpose of the board’s budget review responsibility. The board’s ongoing oversight and review of budget comparison reports is a necessary, but not sufficient, fiduciary activity for overall Association success.

    Building and sustaining long-term value for the Association is the primary focus of the board’s budget design and review. The budget is intended to reflect the Association’s key values – as they are envisioned in the Strategic Plan and subsequently translated into action through operational efforts.

    Board-level budget detail is – and should be – different from what operating managers need to manage effectively. The board seeks to focus on controlling the “vital few” financial elements essential for achieving value, and leave other details to the Budget and Finance Committee with implementation and management at the operational level.
  2. Budget Development (Related Procedure)

    The basic process for determining funding for Association operations is accomplished during the development, review and approval of the Association’s annual budget by the national board of directors.
  3. Capitalization and Disposition of Property

    All tangible personal property (including software acquisitions and modifications) with a useful life of three or more years and a unit acquisition or aggregated cost of $1,000 or more shall be capitalized and depreciated over its useful life using the straight-line method of depreciation. All capitalized assets shall be maintained in the fixed assets account group and are not to be included as an operating expense.

    Gains and losses from the sale, retirement, or other disposition of depreciable property (capital assets) should be included in the year in which they occur as credits or charges to the cost account group in which the depreciation or amortization applicable to those assets was included.

G. Financial Condition and Activity

  1. President and CEO Authority to Execute Contracts and Authorize Payments

    CONTRACTUAL RELATIONS AND ARRANGEMENTS (Related Procedure)
    1. PRESIDENT AND CHIEF EXECUTIVE OFFICER SIGNATURE

      The CUPA-HR president and chief executive officer or his/her authorized national office representative must sign any contract or contractual type of arrangement. National and regional volunteer leaders are not authorized to sign any document that obligates the College and University Professional Association for Human Resources to any type of financial or performance commitment. In order to constitute a valid and legal commitment by the College and University Professional Association for Human Resources, signatures of the parties to the contract or arrangement will be accomplished prior to the commencement of any work under the terms of the contractual arrangement.
    2. CONTRACTUAL RELATIONSHIPS

      From a contractual and liability standpoint, it is important for the College and University Professional Association for Human Resources to present “one face” to the contractor. This serves to eliminate confusion and misunderstandings for both parties and to bring the contractual relationship to positive conclusions. In that light, no CUPA-HR member, national officer, employee or party other than the designated contract liaison may task the contractor to perform work.

      If the designated contract liaison does request additional work above the terms of the existing contract, the contract must be modified in writing with the appropriate financial implications clearly outlined. These implications will then be discussed and approved in advance by the president and chief executive officer or an authorized representative. Only at this time, and with the signature of the designated contract liaison, can the contract be modified and the work authorized.

      All contracts in excess of $20,000 entered into by the national office shall be approved by the Association’s national board chair and treasurer before being finalized.
  2. Joint Business Ventures

    Types of monetary and non-monetary business relationships outside of CUPA-HR that may be approved by the board and established are:
    1. Co-marketing Agreements — This type of agreement would provide for CUPA-HR, in partnership with one or more entities, to market and deliver existing programs or services to the membership. Marketing and delivery efforts would be implemented by any or all parties according to a predetermined agreement. In return, CUPA-HR would receive a share of the revenues generated by the venture or some other compensation or consideration. An example would be an agreement to market Web-based training seminars on topics of interest to CUPA-HR members. These seminars could possibly be offered at a discount for CUPA-HR members with an agreed percentage of the revenue to flow to CUPA-HR.
    2. Co-branding Agreements — This type of agreement would enable CUPA-HR to develop a new product or service for our members in partnership with one or more entities. Benefits would accrue to CUPA-HR and its partner(s) in the arrangement according to pre-determined criteria. This type of agreement offers the opportunity for CUPA-HR to provide new and unique offerings to its members, while at the same time creating cost efficiencies. An example would be an agreement to enable CUPA-HR and its partner(s) to provide groundbreaking and unique HR research or information to our constituents on an emerging hot topic or issue. Since the product would be unique, it would carry the CUPA-HR logo as well as the logo of the partner(s) in the arrangement.
    3. Affinity Marketing Partnership — In an affinity marketing agreement, CUPA-HR, along with a group of one or more partners, would focus on developing the interest or need for certain information, content, or subject matter. Then CUPA-HR and its partners would package this content with other related products or information from multiple suppliers.
  3. Association Reserve Funds/Physical Asset Protection
    1. Financial reserves (also known as the net assets) of the Association result when revenues exceed expenses in a fiscal year. Reserves are generated from national/Association-wide activities and programs, as well as through regional activities and programs. CUPA-HR will account for Association-wide reserves separately from regional reserves, although regional reserves are considered as reserves of the national Association. Reserves are cumulative across fiscal years and represent total assets (what you own) less total liabilities (what you owe). They may be invested in credible financial instruments including but not limited to interest bearing accounts, mutual funds, a building, inventory, or other assets of the Association.
    2. The general purposes of financial reserves are:
      1. To provide the means by which CUPA-HR may liquidate the debts of the Association in the event of Association dissolution,
      2. To protect the Association in the event of financial/economic exigencies,
      3. To accumulate funds for a specific purpose, and
      4. To segregate funds restricted by time or purpose.
    3. Financial reserves will be divided into two categories:
      1. Restricted reserves may only be restricted by donors or agencies outside CUPA-HR and are usually attached to government or foundation grants and contributions for a specific purpose.
      2. Unrestricted reserves may be used for all purposes consistent with the mission of the Association. Unrestricted reserves are further broken down into:
        1. Board-designated reserves that the board may vote to earmark for certain purposes. The purpose of board-designated reserves is to provide an endowment-like fund where long-term investments can be made (examples include: the building fund, regional gain sharing, past president’s program and conference grants endowment).
        2. Operating reserves, which should be sufficient to provide adequate cash flow for the Association for normal operations.
          1. Liquid reserves represent assets that can be readily turned into cash within one year’s time or less. These reserves are defined as current assets (cash, short-term investments, accounts receivable, inventory, prepaid expenses, and liquid long-term investments) less specific adjustments (pledged current assets, accounts payable, accrued expenses). Our target for liquid reserves is twelve months of budgeted operating cash flow. This equates to 100 percent of the annual operating expense budget adjusted for non-cash expenses (depreciation), capital expenditures, and debt repayment. An example of the calculation of liquid reserves and the target amount is included in the Board Procedures Manual.
    4. The Association’s target operating reserve amount is 100 percent of the annual operating expense budget. In no case should operating reserves equal less than 50 percent nor more than 150 percent of annual operating expense budget. An example of how the operating reserve account balance target range is calculated is included in the Board Procedures Manual.
    5. The use of national reserves for economic exigencies or for any purpose other than that specified in the approved budget must be authorized by a vote of 2/3 of the members of the national board.
  4. Association Investments

    For the purposes of managing investment risk and to optimize investment returns within acceptable risk parameters, the funds held will be divided into three separate investment pools. The three investment pools shall be called the Operating Fund (Section II), the Short-term Fund (Section III) and the Long-term Fund (Section IV).

    OPERATING FUND
    1. The purpose of the Operating Fund is to provide sufficient cash to meet CUPA-HR’s financial obligations in a timely manner.
    2. The investment objectives of the Operating Fund are:
      1. Liquidity;
      2. Preservation of capital; and
      3. To optimize the investment return within the constraints of the policy.
    3. Investment Guidelines
      1. Allowable Investments

        The chief financial officer shall be authorized to invest the CUPA-HR Operating Fund as follows:
        1. Interest-bearing checking accounts in federally insured banks and savings and loans not to exceed federally insured amounts;
        2. Money market funds;
        3. Federally insured certificates of deposit not to exceed federally insured limits per institution, including interest at commercial banks or savings and loans institutions;
        4. Direct obligations of the U.S. Government, its agencies and instrumentalities; and
        5. Repurchase agreements in conjunction with bank sweep accounts and collateralized by U.S. Government obligations.
      2. Maturity

        The maturities on investments for the Operating Fund shall be limited to one year or less. The chief financial officer shall be responsible for scheduling the maturities.
      3. Reporting

        The chief financial officer shall prepare the following reports for presentation on a quarterly basis to the president and chief executive officer and treasurer:
        1. Schedule of investments;
        2. Interest income year to date; and
        3. Current yield.
    SHORT-TERM FUNDS
    1. The purpose of the Short-term Fund is to improve the return on funds held for expenditure over the next one to three years.
    2. The investment objectives of the Short-term Fund are:
      1. Liquidity;
      2. Preservation of capital; and
      3. To optimize the investment return within the constraints of the policy.
    3. Investment Guidelines
      1. Allowable Investments

        The chief financial officer shall be authorized to invest the CUPA-HR Short-term Fund as follows:
        1. Money market funds;
        2. Federally insured certificates of deposit not to exceed federally-insured limits per institution;
        3. Direct obligations of the U.S. Government, its agencies and instrumentalities; and
        4. Commercial paper rated A 1/P 1 by Standard & Poor’s and Moody’s.
      2. Maturity

        The Short-term Fund shall have a weighted average maturity of three years or less. The chief financial officer shall be responsible for scheduling maturities.
      3. Reporting

        The chief financial officer shall prepare the following reports for presentation on a quarterly basis to the president and chief executive officer and treasurer:
        1. Schedule of investments;
        2. Interest income year to date; and
        3. Current yield.
    LONG-TERM FUNDS
    1. The purpose of the CUPA-HR Long-term Fund is to enhance the purchasing power of funds held for future expenditure and to maintain the financial stability of the Association. This fund is evaluated annually and allocated as directed by the board and our investment advisor.
    2. Performance Reporting

      The Long-term Fund will be evaluated quarterly on a total return basis. Returns will be compared to:
      • Nationally recognized indices measuring the performance of the classes specified in the target asset mix.

      Comparisons will show results for the latest quarter, year to date and since inception. The report will be prepared by the investment consultant and chief financial officer and will be presented to the president and chief executive officer and treasurer on a quarterly basis.

Chapter Three — The Board/President and Chief Executive Officer Relationship

A. Board of Director Roles

National board structure and roles are outlined in the association’s bylaws. The bylaws are available from the CUPA-HR Web site and the board of directors section of the website.

Executive Committee

Objective: The executive committee includes the board chair, chair-elect, immediate past chair, the treasurer and the president and chief executive officer. To strengthen the effectiveness of the board and provide continuous communication and oversight of Association activities on behalf of the entire board.

Charge: The Committee is charged with:

  1. Overseeing the management and direction of the Association’s affairs during intervals between official board meetings.
  2. Keeping board members informed of activities that impact the Association. It shall act in the best interest of the full board of directors.

B. Monitoring President and Chief Executive Officer’s Performance

Appointment and reporting requirements of the President and Chief Executive Officer are included in the Association’s bylaws.

C. Communication and Support to the Board

The president and chief executive officer shall provide ongoing communication and support to the board through:

  • Regular meetings and communication with the Executive Committee, and
  • Reports to the board as specified in the president and chief executive officer’s contract and as deemed necessary as follow-up to board meetings.

Chapter Four — Governing Process

A. Commitment and Authority of Board of Directors

Responsibilities of the board of directors are included in the Association’s bylaws.

B. Board Elections

  1. Election of Board Members (Related Procedure)

    The board of directors will develop and publish election procedures for the board chair-elect, treasurer and at-large board vacancies. Procedures will be outlined in the board procedures document and on the CUPA-HR website.
  2. Qualifications of Officers

    The CUPA-HR national board of directors shall establish officer qualifications which it shall publish on the Association’s Web site.
    1. To qualify for membership on the national board of directors, individuals typically will:
      1. Be listed on the roster of an institutional member of CUPA-HR.
      2. Have at least five years experience as a human resource management professional, ideally in higher education;
      3. Have a record of active participation in and knowledge of CUPA-HR;
      4. Have at least one year of previous volunteer board or executive committee experience, not necessarily with CUPA-HR;
      5. Have the support of their employer organization to attend all board meetings, in addition to other related activities as appropriate, for the duration of their three-year term of office;
      6. Have a commitment to contribute the time, interest, ability and resources necessary to complete assignments promptly and professionally and have demonstrated leadership abilities.
    2. The qualifications for treasurer include some knowledge of applied principles of accounting and the ability to read and interpret balance sheets and income statements.
  3. Terms of Office

    The term of office for the treasurer shall be three years and limited to two consecutive terms.

    The chair-elect, chair and past chair shall serve one-year terms beginning on July 1 of the year for which they were elected to serve.

    The term of office for the regional directors shall be three years. Each region elects one national board representative who must serve concurrently on his or her regional boards.

    The term of office for an at-large board member shall be three years. The terms of the at-large board members are staggered.
  4. Vacancies

    The CUPA-HR national board of directors shall establish procedures to address board vacancies which it shall publish on the Association’s website.
    1. In the event of the temporary absence or incapacity of the chair, the chair-elect shall perform the duties of the chair. In the event of the resignation of the chair, the chair-elect will become the chair.
    2. A vacancy in the office of the past chair shall not be filled.
    3. Vacancies in the offices of chair-elect or treasurer shall be filled by nomination of the board. The individual selected in this manner shall complete the term of office for the vacant position and in the case of the chair-elect shall serve as chair and past chair in sequence.
    4. A vacancy in one of the offices of regional director shall be filled by action of the board of directors for that region.
    5. A vacancy in one of the at-large director roles shall be filled by action of the national board of directors to complete the term for the vacant position.
    6. All vacancies will be discussed by the full board of directors. Any exception to board policy must be approved by the board of directors.

C. Removal of Board Member

A board member may be removed if he or she is unable to reasonably fulfill board responsibilities, violates a CUPA-HR bylaw or policy or experiences a change of employment status that impacts the terms and conditions of the appointment.

D. Establishment of Governing Policies and Procedures

The role of the board is to govern CUPA-HR based on the Association’s mission, values, code of ethics and ends specified in Chapter 1 of these policies. Board policies will focus on Association governance issues. Policies and procedures related to Association management and operations are delegated to the president and chief executive officer.

E. Board Self Review

The board will conclude each board meeting by completing a written evaluation of the meeting and end each fiscal year with a formal evaluation.

F. Employment

Board members may not be employed by the Association.

G. Board Fiduciary Responsibility and Annual Audit

  1. Key Financial Controls and Resources

    In accordance with the Association’s bylaws approved on September 29, 2006, the board provides proper financial oversight including development of an annual budget and the implementation of proper financial controls (including implementation and review of annual audit), ensures adequate resources to fulfill the Association’s mission and ensures legal and ethical integrity and maintains accountability.
  2. Policy on Gifts

    Gifts may be accepted by a region of the Association or by the national office under the conditions listed below. For the purposes of this policy, gifts are considered to be something of a significant value that will be held by or owned by the Association.

    Gifts may be accepted so long as:
    1. The acceptance of the gift does not create a conflict of interest for an individual, the Association or the region.
    2. No stipulations may be attached to the acceptance of the gift by the donor.
    3. Any liability for maintenance, insurance, taxes or financial obligations be considered by the national board of directors prior to acceptance of the gift.
    Any gift requiring a financial obligation on the part of CUPA-HR should be approved by the national board of directors. For liabilities or obligations exceeding $500 annually, it is expected that the national board of directors and the CUPA-HR president and chief executive officer will approve the transaction prior to acceptance. All gifts should be included in the Association’s inventory of assets.

H. Conflict of Interest

In their capacity as directors, the members of the board of directors of the Association must act at all times in the best interests of CUPA-HR

  1. Board members have a fiduciary duty to conduct themselves without conflict to the interests of CUPA-HR. In their capacity as board members, they must subordinate personal, individual business, third-party and other interests to the welfare and best interests of CUPA-HR.
  2. A conflict of interest is a transaction or relationship which presents or may present a conflict between a board member’s obligations to CUPA-HR and the board member’s personal, business or other interests.
  3. All conflicts of interest, potential conflicts of interest, or situations which appear to be a conflict of interest must be disclosed to the Executive Committee. The Executive Committee will evaluate the potential conflict of interest and provide a formal recommendation to the board. The board will discuss and take formal action via a vote using normal voting procedures. The interested board member is excluded from participating in the formal vote on the matter.

I. Actively Advocating for Legislation

LEGISLATIVE, REGULATORY AND PUBLIC POLICY ISSUES

The board of directors of CUPA-HR has sole responsibility for determining the Association’s position on legislative, regulatory and public policy issues of interest to members and in response to requests for CUPA-HR’s participation in legal proceedings as an amicus curiae. The Public Policy Committee shall have the responsibility for developing strategies, approaches and support mechanisms consistent with the Association’s purposes in legislative, regulatory and public policy matters and reviewing all aforementioned requests. The president and chief executive officer shall inform the Public Policy Committee of issues requiring attention and/or action and the Public Policy Committee shall inform the board of directors regarding the details and their recommendation on the action to be taken by CUPA-HR on such matters. The Public Policy Committee, the president and chief executive officer and the board of directors shall consider the following criteria in recommending and determining the action to be taken by CUPA-HR.

  1. The matter at issue must be one of significant interest to and have potential impact on a significant segment of CUPA-HR members.
  2. The proposed position to be taken must be deemed to be in the best interests of the higher education community which CUPA-HR members serve.
  3. There must be evidence, determined by a consensus of a majority of the CUPA-HR board of directors, that Association members have a preferred position on the issue or a preferred outcome.
  4. CUPA-HR’s proposed position on the matter at issue must not conflict with any present position assumed by the Association. Further, the position to be assumed should be assessed as to its potential to affect other issues on which CUPA-HR’s support may be desirable or specifically sought.

The president and chief executive officer, in consultation with the Executive Committee, shall determine if the policy or request requires financial or other support from the Association, and if so, whether sufficient resources exist to fund any proposed action by CUPA-HR, or alternatively, that funds will be provided by the party seeking CUPA-HR’s support.

J. Board Meetings

  1. Regular Meetings

    Schedules for regular meetings of the board will be determined collaboratively by the board chair and the president and chief executive officer, in consultation with the Executive Committee. Workload, financial resources and the expeditious handling of business will guide the optimal number of meetings. Generally, however, there should be a minimum of three face-to-face meetings per fiscal year, with conference call meetings used as necessary.
  2. Special Meetings

    The board chair may call special meetings of the board as deemed appropriate. Board members shall be given adequate notice so as to ensure maximum participation and minimal airfares, if a face-to-face meeting is required. Emergency meetings may also be held by conference call. Bylaws rules relating to quorums shall apply. In the absence of the board chair, the chair-elect or the past chair may call such meetings.
  3. Executive Session

    The board may consider limited matters in executive session. In general, the board may go into executive session to discuss performance and compensation of the president and chief executive officer. The president and chief executive officer may also ask to address the board in executive session.
    1. Board executive sessions may only be called during a properly noticed regular or special session of the board (which requires a quorum).
    2. The board chair must identify the basis upon which the board is to go into executive session.
    3. A motion to go into executive session must be made and seconded. There may be discussion concerning the motion.
    4. Two-thirds of the board in attendance at the meeting must affirmatively vote to go into executive session.
    5. Once in executive session, the board chair must once again state for the record the statutory basis for the executive session.
    6. The chair-elect is responsible for recording minutes of the executive session and forwarding these minutes to CUPA-HR legal counsel within one week of the meeting.
  4. Order of Business

    A standard format shall be prescribed for regular meetings of the board. Such format shall include but not be limited to:
    • Treasurer’s Report
    • Committee Reports (including standing and ad hoc committees)
    • President and Chief Executive Officer Report
    The agenda will be divided into a Consent Agenda, Discussion Agenda and Action Agenda. Items shall be assigned to the appropriate agenda by the board chair and the president and chief executive officer, but may be moved to another agenda at the request of any member of the board.

    The board chair shall exercise good judgment in determining the best board meeting methodology within the following guidelines:
    1. Routine, perfunctory business can be conducted face-to-face, by conference call, teleconference, e-mail discussion or other appropriate means.
    2. Issues of major importance such as the operating budget, bylaws changes and personnel issues should be conducted face-to-face or through a formal telephone conference call meeting, in order to ensure complete and open discussion.
  5. Attendance
    1. Board members, upon election, are expected to commit to participating in all board meetings.
    2. Substitutes will not be permitted at any meeting of the board.
  6. Quorum for Meetings

    A majority of the voting members of the board shall constitute a quorum. A quorum requires at least eight of the current 15 voting board members.
  7. Voting Procedures and Parliamentary Procedures

    Voting on any matter may not take place in the absence of a quorum.
    1. Every member present shall clearly indicate his/her individual vote.
    2. A simple majority shall suffice for votes on routine business such as awards, operational activities, program adjustments, etc.
    3. An approval of two-thirds of the board shall be required for issues regarding the operating budget, bylaws changes and personnel issues. (Two-thirds of the current 15 member board is 10 votes.)
    4. The board chair shall be the last person to cast a vote on all matters.
    5. In general, in absentia voting is not permitted. However, in very unusual circumstances, as determined by the Executive Committee, in absentia voting may be permitted if advance notice to the board is provided, the procedures for such voting are clearly defined and explained and the process meets the standards set forth in this policy.
  8. Minutes

    Minutes will be taken at all board meeting and distributed to the board.
  9. Conduct of Board Meetings

    Robert’s Rules of Order shall be utilized in conducting all board meetings.

K. Board Committees

National Board Standing Committees (Related Procedure)

National board committees and task forces are created based on the association’s strategic priorities or formed for a specific. These committees shall provide advice and guidance to the national board of directors through the committee’s chair, who shall follow the direction of the national board. The number of committees and the composition of each national board committee shall be defined and approved by the national board of directors annually.

CRITERIA FOR APPOINTMENT

Appointments shall be based on criteria which include:

  1. Active status as a CUPA-HR institutional representative, honorary life member, retiree member or HR faculty at a member institution;
  2. Demonstrated interest in and commitment to the mission of CUPA-HR;
  3. Emphasis on diverse representation of institution type, skills, interests, needs and regional constituent representation;
  4. Demonstrated expertise in the area of specialization being sought; and
  5. Corporate Advisory Council representative.

LENGTH OF APPOINTMENTS

  1. Appointments shall be for designated terms depending on the committee assigned and/or the applicable bylaws.
  2. Where appropriate, all appointments shall be staggered to assure continuity.
  3. Individuals may occasionally be re-appointed; however, it is intended that each committee chair will seek new and broad representation to encourage maximum involvement.

TERMINATION OF APPOINTMENT

An appointee may be removed upon recommendation of the committee chair and approval by the board chair and president and chief executive officer.

APPOINTMENT OF COMMITTEE CHAIR

It shall be the responsibility of the board chair to recommend members to serve as committee chair of national board standing committees. Such appointments shall normally require approval by the full board in advance of the fiscal year in which the term begins.

APPOINTMENT OF COMMITTEE MEMBERS

Committee members are collaboratively appointed by the board chair and the president and chief executive officer. Committee appointments are made in accordance with board committee appointment procedures.

L. Travel Reimbursement

(Related Procedure)

  1. APPROVAL AUTHORITY

    Expenses of members of the national board of directors, the president and chief executive officer and any pre-authorized expenses for committee chairs or members will be forwarded to the treasurer for approval (in his/her absence, the board chair will approve). Expenses incurred by committees must be pre-authorized by the president and chief executive officer in accordance with board priorities and standard budgeting procedures. Expenses of the national office will be approved by the president and chief executive officer. Expenses incurred for regional board activities will be approved by the region chair (or treasurer, as designated by the region) of the appropriate region (except that the expenses for the region chair will be approved by the treasurer of the appropriate region) and forwarded to the national office for payment. Expenses for the national treasurer and other expenses not identified above will require approval of the national board chair of CUPA-HR.
  2. TRAVEL INSURANCE
    1. CUPA-HR maintains an insurance policy protecting the Association against third-party claims alleging negligence and resulting in bodily injury or property damage arising out of the use of non-owned or hired automobiles, particularly individuals using their own automobiles on CUPA-HR business. This coverage is not intended to provide protection for the individual.
    2. All national board of directors, national office staff and committee members who are under age 70 are protected for accidental death or dismemberment occurring while they are traveling on CUPA-HR business under a CUPA-HR insurance policy. Those age 70 or greater who travel for CUPA-HR will be covered if they notify the national office 20 work days in advance of travel.
  3. GRATUITIES

    Gratuities will be reimbursed at the actual cost to the traveler by CUPA-HR and should be included with the services to which they pertain.
  4. MISCELLANEOUS EXPENSES

    Expenses for baggage services, hotel tips and CUPA-HR business-related telephone calls will be reimbursed at the actual cost to the traveler.
  5. RECORDS AND RECEIPTS

    Receipts for reimbursable airfare, hotel accommodations, and both individual and group meals and other expenses must be attached to the CUPA-HR Expense Report. Receipts for group meals must also be submitted, as well as any other supporting documentation.
  6. COMMITTEE AND TASK FORCE REIMBURSEMENT

    Once membership is established on a CUPA-HR committee or other body, attendance at committee meetings is expected. In order to conserve financial resources, committee meetings are generally held in conjunction with the National Conference or other national program and the members are not expected to incur any reimbursable expenses. Most committee and task force work is completed via teleconference and email.
  7. NATIONAL AND REGIONAL OFFICERS’ TRAVEL
    1. National Board of Directors Meetings

      The national board of directors normally meets three times each year. The executive committee may adjust the board meeting timing and frequency as needed based upon budgetary considerations and organizational needs. Transportation and expenses for board meetings are reimbursed by CUPA-HR as follows:
      1. Stand-alone national board of directors meetings

        All expenses are covered.
      2. National board of directors meetings held in conjunction with the annual Association Leadership Program (ALP) as appropriate within budgetary guidelines.

        All expenses, including airfare, are covered for the period of the board meeting. Expenses directly related to attendance at the national event (e.g., National Conference) must be paid by the individual or his/her institution (except for the board chair).
    2. Other Travel by Officers

      In addition to the meetings discussed above, the following expenses may be reimbursed:
      1. Chair
        1. National Conference – All expenses and waiver of registration fees for the chair are covered. In addition, waiver of registration for one guest (defined as spouse or significant other) is provided.
        2. Winter program (if a national winter program is held) – All expenses are covered including registration fee.
        3. Two Regional conferences – All expenses are covered including registration fees (paid from national budget). The chair determines which two region conferences he/she is able to attend. The chair-elect attends the other two region conferences.
        4. The meeting of the Budget and Finance Committee to develop the preliminary budget for the upcoming fiscal year – All expenses are covered.
        5. National Academy of Human Resources Installation Dinner – All expenses are covered for the chair or designee, but only when a CUPA-HR member is being installed.
        6. Other meetings including the annual Association Leadership Program (ALP) as appropriate within budgetary guidelines are covered.
      2. Chair-elect
        1. The meeting of the Budget and Finance Committee to develop the preliminary budget for the upcoming fiscal year – All expenses are covered.
        2. ASAE CEO Symposium – If included in the annual association budget, all expenses are covered.
        3. Annual CHEMA meeting – All expenses are covered.
        4. Winter program (if a national winter program is held) – All expenses are covered including registration fee.
        5. Two Regional conferences – All expenses are covered including registration fees (paid from national budget). The chair determines which two region conferences he/she is able to attend. The chair-elect attends the other two region conferences.
        6. Other meetings at the request of, or in the absence of, the chair – All expenses are covered.
        7. Other meetings including the annual Association Leadership Program (ALP) as appropriate within budgetary guidelines are covered.
      3. Past Chair
        1. Fall and spring board meetings – All expenses are covered.
        2. ALP the year after the term of past chair ends – All expenses are covered.
        3. Other meetings including the annual Association Leadership Program (ALP) as appropriate within budgetary guidelines are covered.
        4. Other meetings at the request of, or in the absence of, the chair – All expenses are covered.
      4. Regional Officers
        1. Regional officers may be reimbursed for expenses as approved by the regional chair or regional treasurer, consistent with the region’s portion of the approved Association budget.
        2. The regional chair or regional treasurer is provided a corporate credit card to conduct CUPA-HR business.
        3. Other meetings including the annual Association Leadership Program (ALP) as appropriate within budgetary guidelines are covered.
      5. Treasurer
        1. Fall review of audit with president and chief executive officer – All expenses are covered. This meeting is typically held via conference call.
        2. The meeting of the Budget and Finance Committee to develop the preliminary budget for the fiscal year – All expenses are covered.
        3. Other meetings including the annual Association Leadership Program (ALP) as appropriate within budgetary guidelines are covered.
        4. Other meetings at the request of, or in the absence of, the chair – All expenses are covered.
      6. President and Chief Executive Officer

        Travel of the president and chief executive officer must be approved in advance by the Executive Committee.
        1. National Conference – All expenses are covered including waiver of registration fees.
        2. Winter program (if a winter program is held) – All expenses are covered including waiver of registration fees.
        3. Regional conferences – All expenses are covered including registration fees (paid from national budget).
        4. Semi-annual CHEMA meetings – All expenses are covered
        5. Spring/fall COHRMA meetings – All expenses are covered.
        6. The meeting of the Budget and Finance Committee to develop the preliminary budget for the next fiscal year – All expenses are covered.
        7. Secretariat Retreat and monthly meetings – All expenses are covered.
        8. ASAE CEO Symposium – If included in the annual budget, all expenses are covered.
        9. National Academy of Human Resources Installation Dinner – All expenses are covered.
        10. Development meetings with corporate executives – All expenses that are supported by the corporate relations budget are covered.
        11. Any other travel included in the annual budget or approved in advance by the Executive Committee including the annual Association Leadership Program (ALP).
      7. National Office Staff Travel
        1. Travel for the national office staff must be approved by the president and chief executive officer in advance.
    3. Corporate Credit Card– For Business Use Only
      1. The chair, chair-elect, treasurer and past chair will be provided a corporate charge card with which to pay for approved CUPA-HR travel. At the discretion of the Executive Committee, other CUPA-HR national board members may be provided a corporate charge card to aid in carrying out their official CUPA-HR duties.
      2. It is the responsibility of the cardholder to submit receipts to the approval authority within a reasonable amount of time and for them to then be forwarded to the national office. The receipts should indicate the approved budgetary item against which they are to be charged.
    4. Exceptions

      Exceptions to this policy must be authorized by the chair and treasurer in advance of CUPA-HR incurring any monetary obligations.

Chapter Five — Compliance

A. Americans with Disabilities Act Compliance

(Related Procedure)

Most of CUPA-HR’s professional education activities are covered under Title III of the ADA (42 USC Section 12181, Places of Public Accommodation). CUPA-HR is also committed to making its other services more accessible to its members with disabilities. Accordingly, to the extent that CUPA-HR sponsors activities for members and nonmembers, CUPA-HR will assure that such activities are accessible to persons with disabilities, unless doing so would impose an undue burden on the Association or other members, or require a fundamental alteration of CUPA-HR’s programs and services.

Efforts to make CUPA-HR’s educational programs accessible will include:

  1. Ensuring that activity sites are accessible to persons with mobility impairments;
  2. Ensuring that activity attendees are not discriminated against by the site provider with respect to access to facilities and services;
  3. Assuring that activities and proceedings are accessible to persons with disabilities, especially those with hearing impairments (e.g., through the provision of auxiliary aids and services such as qualified interpreters or assistive listening devices);
  4. Ensuring that activity materials are accessible to persons with disabilities (e.g., are made available on reasonable request in alternative formats for persons with hearing or visual impairments); and
  5. Assuring that recreational activities sponsored by CUPA-HR are accessible to all persons with disabilities.

Efforts to make membership (and other) services more accessible will include:

  1. Training of national office staff on handling inquiries from members with disabilities;
  2. Providing auxiliary aids and services to assist members in taking advantage of member services (e.g., assistance in ordering publications); and
  3. Ensuring, upon request, that national office or regional administrative meetings or events are accessible.

Efforts to make publications more accessible will include:

  1. Providing publications in a computer-readable format, on request by qualified members with visual or other disabilities that require alternate formats, at the same price as the original publication, and
  2. Providing publications in other formats, on request and at no additional charge, where it is not an undue burden to do so.

B. Alcoholic Beverage Use at CUPA-HR Social Events

(Related Procedure)

While CUPA-HR acknowledges that alcohol is served and consumed at certain CUPA-HR functions, CUPA-HR does not encourage participants at these functions to consume alcoholic beverages, and affirmatively states that it is the official policy of CUPA-HR that excessive consumption of alcoholic beverages is inappropriate. CUPA-HR also recognizes and affirms that illegal behavior resulting from alcohol use is totally unacceptable. CUPA-HR also encourages and supports the use of the designated driver procedure when alcohol is consumed.

C. Use of the CUPA-HR Name and/or Logo

The CUPA-HR logo acts as a physical representation of CUPA-HR’s image and identity. The CUPA-HR logo should be used any time CUPA-HR or its products and programs are being identified. For example, any promotional materials, marketing brochures, publications, correspondence, or other mailings to the membership, as well as workshop and meeting signs, should bear the CUPA-HR logo.

The logo should serve as an identifying entity for CUPA-HR. To that end, it should always be sized and positioned in such a way that promotes the organization first and foremost.

  1. USE OF THE LOGO BY OTHERS

    The CUPA-HR logo may not be used by any other organization or affiliate for purposes of endorsement, recognition or authentication without prior knowledge and approval in writing from the president and chief executive officer. The CUPA-HR logo shall remain the exclusive property of CUPA-HR.
  2. USE OF THE LOGO IN CONJUNCTION WITH OTHER LOGOS

    When the CUPA-HR logo appears in conjunction with other logos, it must be of equal size and proportion to all other logos in relation to level of support.
  3. USE OF THE NAME “CUPA-HR”

    The name “CUPA-HR” may be used in the following situations:
    1. When used in a proper title, such as a book, publication or workshop or meeting name;
    2. On order forms, check imprints or mailing instructions with a return address;
    3. Anytime the Association is mentioned within text, such as in letters, magazine articles, books and marketing brochures; and
    4. In accordance with the provisions of a duly executed agreement with CUPA-HR.
    In all the cases mentioned above, the acronym must appear in the same point size and typestyle as all other surrounding typography. In addition, the name should be displayed as an integral part of the title or sentence or as a reference. If in doubt, the CUPA-HR logo should be used whenever possible.

The CUPA-HR registered marks, as well as other names, seals, logos, and other symbols and marks that are representative of CUPA-HR, may be used solely with CUPA-HR’s permission. Items offered for sale to the public bearing CUPA-HR’s name and marks must be approved in accordance with this policy.

D. Corporate Partner Relationships and Participation

CUPA-HR is grateful to its corporate partners and other organizations that contribute financial resources, as their support enhances member services and opportunities for learning and professional development. CUPA-HR reminds its members that corporate partnership or sponsorship does not constitute an endorsement of any company by CUPA-HR. Furthermore, the Association encourages its members to interact with corporate partners during events in adherence to their institutions’ policies and practices regarding what they can and cannot receive from corporate partners during and outside CUPA-HR organized events.

CUPA-HR members are also advised to perform due diligence in the selection of any service or product.

Chapter Six — Membership

A. Membership Categories

CUPA-HR offers four membership categories for higher education institutions, organizations and individuals wishing to become involved with the work and programs of CUPA-HR.

Institutional Membership. Institutional membership in CUPA-HR is open to all colleges, universities, departments, and system offices. The dues structure and the number of representatives for institutional members are calculated on a sliding scale. If an institution wishes to designate additional staff to receive CUPA-HR member benefits, they may do so by paying an additional fee as determined by the Association.

Benefits include:

  • Voting rights in CUPA-HR regional and national elections – key representative only;
  • Any member representative may run for and hold elected office in CUPA-HR;
  • Any member may serve on national and regional board committees and task forces,; and
  • Other member benefits as determined by the national board and staff of the Association.

Corporate Membership. Corporate memberships are open to companies, organizations, or groups not eligible for institutional membership, but have an interest in the higher education human resource profession. If corporate members wish to designate additional staff to receive CUPA-HR membership benefits, they may do so by paying an additional fee as determined by the Association.

Benefits include:

  • Eligible to serve on selected national and regional board committees and task forces;
  • Discounts and preferred vendor status at CUPA-HR national and regional events and conferences; and
  • Other benefits as determined by the national board and staff of the Association.

**Corporate members may not vote and are not eligible for elected office.

Affiliate Organization Membership. Affiliate organization memberships are open to non-profit associations or organizations other than institutions of higher education. Affiliate organization members are charged a flat rate and will designate one individual as the key representative. They will not have the option to designate additional representatives.

Benefits include:

  • Any member representative may serve on national and regional board committees and task forces, but are not eligible for elected office, and
  • Other member benefits as determined by the national Board and staff of the Association.

Individual Membership. Individual memberships are available to individuals who are professionally involved in the field of human resources but who would otherwise not be eligible to join CUPA-HR as an institutional member representative, or as a corporate or affiliate member. Individual members are typically not employed in human resources administration on a higher education campus. Individual members will not have the option to designate additional representatives. Individual representatives are not eligible for elected office at the national or regional levels of CUPA-HR.

Benefits include:

  • Individual members may serve on national and regional board committees and task forces, but are not eligible for elected office, and
  • Other member benefits as determined by the national board and staff of the Association.

In addition to the four membership categories defined above, there are three special membership designations that are charged a significantly reduced membership fee:

Honorary Life Membership. (Related Procedure) Honorary Life membership is a special designation given to retired higher education human resource professionals who have rendered distinguished service in advancing or upholding the purposes of CUPA-HR. Honorary Life members are so designated by a majority vote of the national board of directors. Honorary Life members may not vote and are not eligible for elected office at the national or regional level.

Benefits include:

  • Privilege of having a voice, but may not vote on matters brought before the membership of the Association;
  • Eligible to serve on national and regional board committees and task forces; and
  • Other member benefits as determined by the national board and staff of the Association.

Retiree Membership. Retiree memberships are available to persons who have officially retired from full time employment in higher education and the human resources profession and are not otherwise gainfully employed. Higher education HR retirees who are employed by consulting organizations or affiliated with other corporate entities are considered corporate members. Retiree members may not vote and are not eligible for elected office at the national or regional level.

Benefits include:

  • Privilege of having a voice, but may not vote on matters brought before the membership of the Association;
  • Eligible to serve on national and regional board committees and task forces; and
  • Other member benefits as determined by the national board and staff of the Association.

Student Membership. Student memberships are available to full-time matriculating undergraduate and graduate students in good standing with his/her institution. Student members may not be employed full time. Student members may not vote and are not eligible for elected office. The benefits of student members are determined by the national board and staff of the Association.

Transitional Membership. Transitional memberships are available to higher education professionals who are transitioning from one higher ed position to another but want to ensure that they stay connected to all of CUPA-HR’s resources and services. A transitional membership is available for up to one year. Transitional members may not vote and are not eligible for elected office at the national or regional level.

B. Region Affiliation

Region organizations establish operating procedures and are formally incorporated as part of the national organization.

C. Chapter Affiliation

CHAPTER DEVELOPMENT AND OPERATION (Related Procedure)

  1. CHAPTER MEMBERSHIP

    Chapters can establish membership categories similar to national CUPA-HR; however, they can also structure their membership classes differently if they deem appropriate. All CUPA-HR members in any membership category and any other staff members and professional employees who currently work in any facet of the human resource field at an institution of higher education are invited to participate as members of CUPA-HR chapters.
  2. CHAPTER LEADERSHIP

    All individuals holding office must be listed as a representative of a higher education institution that is a member of the CUPA-HR national organization. Chapters affiliated prior to January 2007 are expected to ensure that all subsequently elected board members are listed as a representative of a higher education institution that is a member of the CUPA-HR national organization. The chair of the nominating committee, or chapter appointed designee, shall certify that all individuals nominated for a board position are eligible to hold office. (Chapters affiliated prior to January 2007, are expected to review and revise their by-laws to ensure compliance by January 1, 2012.)
  3. CHAPTER DEVELOPMENT
    1. The primary responsibility for the development of a chapter lies with members of the institutions in the area which will constitute the chapter.
    2. A new chapter must adopt bylaws at the time of formation. The national office will submit the bylaws to the appropriate regional chair for preliminary acceptance of affiliation by the regional board. If accepted, the bylaws shall be submitted to the CUPA-HR board of directors for final approval.

      Each new chapter shall enter into an agreement with CUPA-HR regarding the use of the CUPA-HR name and logo. Additionally, each new chapter will agree to become an incorporated entity, and to provide CUPA-HR with its articles of incorporation. The national office will provide chapters assistance with the development of bylaws and the incorporation process. The national office can also provide assistance with obtaining tax-exempt status.
    3. The national office will maintain sample chapter bylaws and will provide them upon request to groups interested in chapter formation.
    4. Each region is encouraged to designate at least one of its current board members or a past board member as membership director, or an appropriate designation, which would include chapter development support.
    5. The national office, develop and update written guidance on chapter development and operation and will annually distribute such material to the president/chair of each chapter and to persons interested in forming a chapter. A copy shall also be sent to the regional membership director or designee.
    6. The regional board and the national office staff will assist in the formation efforts of a new chapter, as requested. Costs associated with visits by national office staff members will normally be covered by the national office; costs associated with visits by regional officers will normally be supported by the region’s annual budget.
  4. CHAPTER OPERATION
    1. Chapters are independently incorporated entities with affiliation ties to the regional and national board structure (including the national office) by common interests, objectives, contacts and programming.

      Chapters that are initially incorporated without the help of the CUPA-HR national office and the CUPA-HR general counsel shall provide the national office with proof of their initial incorporation and shall provide the national office annually with confirmation that they remain incorporated in good standing within the state of initial incorporation in order to maintain their affiliation status with CUPA-HR and continued ability to use the CUPA-HR name and marks as part of their chapter operations. All chapters should submit annually to the national office a copy of their annual 990 filing with the Internal Revenue Service in order to maintain their affiliation status.
    2. Chapters are authorized and encouraged to establish membership and/or program fees to support chapter operations and services to chapter members.
    3. Chapters are encouraged to develop a regular meeting schedule with opportunities for both networking and professional development. Since both the national organization and the regions provide programming for the membership, chapters are further encouraged to supplement and complement this programming as desired by their membership.
    4. If a chapter requests the services of a regional officer or national office staff member to provide training, outreach, or an organizational update, the expenses of such a visit are normally borne by the chapter, but may also be supported by the regional or national office budget, as funding allows.
    5. Amendments to chapter bylaws shall be presented and voted on at chapter business meetings. Any approved amendment shall be pending the final approval of the regional board and national board.
  5. LEGAL STATUS OF CHAPTERS
    1. CUPA-HR chapters are affiliated with the national association. As such, affiliated chapters are covered under the national CUPA-HR general liability policy. Neither the national office nor regions shall assume any indebtedness as a result of chapter affairs or activities. When contracting with hotels, restaurants, speakers, etc., chapter officers shall make clear to creditors that a CUPA-HR chapter does not have the authority to bind the national association.
    2. Chapters are strongly encouraged to obtain liability insurance to indemnify board members against potential claims incurred during chapter programming, or for any chapter activities.
    3. Chapters which sponsor seminars/workshops or other professional development programs wherein the CUPA-HR acronym is used should place the following statement in the brochure announcing the programming:

      CUPA-HR supports a variety of professional development opportunities. It undertakes or supports these activities with the understanding that it is not engaged in rendering legal, accounting, or other professional services, advice or counsel. CUPA-HR does not warrant or guarantee any of the information provided. Participants agree that they will not hold CUPA-HR liable for any act or omission associated with any of its informational activities.

D. National Recognition Awards

(Related Procedure)

CUPA-HR’s National Recognition Awards program promotes and rewards outstanding performance by CUPA-HR members in the field of human resources administration. The award recipients are recognized and honored for their outstanding achievements within each of the categories, offering visible role models for others. The achievements remind all CUPA-HR members of the personal and professional qualities most respected in the human resource profession.

Miscellaneous Procedures

A. Past Presidents’ and Chairs’ Assembly

The Past Presidents’ and Chairs’ Assembly is established for the purpose of maintaining a role as a continuity link to the CUPA-HR National Board of Directors and, in that role, to offer advice and to serve as consultants on Association matters.

  1. MEMBERSHIP

    The Assembly shall be composed of Past Presidents and Chairs of the College and University Professional Association for Human Resources.
  2. GENERAL

    The immediate Past President and Chair of CUPA-HR will serve as the Assembly membership’s liaison to the National Board of Directors and coordinator of Assembly activities.
  3. ACTIVITIES
    1. The Assembly will meet formally at the CUPA-HR Annual Conference or upon call of the Chair of the national board. The current Chair of CUPA-HR will present a Status of the Association report at the Annual Conference meeting.
    2. The Assembly will host a small Past Chair’s reception (paid for by CUPA-HR) at the Annual Conference in honor of the new officers and National Board of Directors. The reception will include a “roasting” of the outgoing Chair.

B. Publications

The purpose of this policy is to establish guidelines for the planning, soliciting, coordinating, reviewing, and editing the publication of materials that foster human resource ideas and information, enhance the professional growth of individual members, advance the technology of the field of human resources management, and further develop the profession.

  1. MANUSCRIPT REVIEW PROCESS
    1. Solicited and unsolicited manuscripts will be reviewed by the national office, HR practitioners, and/or other subject matter experts. Criteria for review will include: contribution to the profession, targeted audience, financial feasibility and quality and style of the publication.
    2. Authors will be informed of the decision to publish or not, and those whose material have been accepted will be sent copyright agreement forms. CUPA-HR retains the right to edit the manuscripts as necessary. However, manuscripts that require heavy editing or rewriting may be returned to the authors for revisions or review of revisions made by CUPA-HR.
    3. Written contracts between CUPA-HR and authors will be required for all publications and will set out in detail the rights of all parties vis-à-vis, payments if any, timetables, ownership rights, etc.
    4. Authors of books, manuals, and the like will be entitled to one editorial review. CUPA-HR, however, retains all rights to final editorial review and content of publications.
  2. PAYMENTS
    1. CUPA-HR publications policy is directed toward creating a forum for human resource practitioners to make substantial written contributions to the human resources management field. CUPA-HR recognizes that to do so the authors are sometimes encumbered with certain expenses and personal time obligations. To encourage written contributions, CUPA-HR is willing to develop a payment proposal, when appropriate, for certain stand-alone publications.
    2. Payment will be made where a written agreement between the author and CUPA-HR exists. Payments will be made or not made under the following conditions:
      1. NEWSLETTERS, MAGAZINES, OR OTHER REGULAR PUBLICATIONS

        No payment is made for articles appearing in this type of publication.

        If a copyrighted work appears in a CUPA-HR publication, permission will be requested from the holder of the copyright, and a fee may be negotiated. No copyrighted materials may appear in CUPA-HR publications without the prior approval of the President and Chief Executive Officer.
      2. Stand-Alone Publications

        When a payment for a publication is required, the President and Chief Executive Officer or designee is responsible for setting a fee schedule with the author with the approval of the President and Chief Executive Officer. Payment may include one or a combination of the following: an advance, payment of direct expenses, an honorarium (not to exceed $2,000) and/or royalties (not to exceed 15% of net profit after recovery of any other payments). If the President and Chief Executive Officer believes that a different arrangement is necessary, this will be discussed with the Executive Committee of the Board of Directors.
    3. Payment of publication honoraria to Committee or Board members must have the approval of the President and Chief Executive Officer. Normally, payment will only consist of expense reimbursement.
  3. PRICING
    1. The President and Chief Executive Officer is responsible for developing cost estimates for CUPA-HR publications. Such estimates will include all costs related to production including author payments, honoraria and author expenses, editing, printing expenses, promotion, mailing and handling, and the CUPA-HR overhead rate.
    2. There will be a dual rate structure with reduced rates for CUPA-HR members.

C. News Coverage of CUPA-HR Events

The College and University Professional Association for Human Resources, as a private voluntary association, reserves the right to exclude the Press from any of its meetings, seminars, or workshops at the discretion of the Board of Directors of CUPA-HR as delegated to the President and Chief Executive Officer. The following guidelines are provided:

  1. For meetings, seminars, and workshops which are open to non-members and where a non-member may pay a fee and be allowed to participate, CUPA-HR may require a member of the Press to pay the participant non-member fee in order to be in attendance. Where information gained is copyrighted or declared a trade secret, the approval of CUPA-HR must be obtained in writing in order to publicly publish the specific information obtained.
  2. Members of the Press who are present at CUPA-HR sponsored activities as a non-paying participant will be required to register with CUPA-HR and wear an appropriate "Press Badge" issued by CUPA-HR.
  3. If a member of the press attends a concurrent session at a CUPA-HR program, the individual must arrive prior to the start of the session and let the presenter(s) know that he or she is in the room.

D. Corporate Members – Privileges and Benefits

Privileges and benefits of corporate membership can be found on the CUPA-HR website.

E. Annual Conference, Workshop/Seminar Honoraria and Expense Reimbursements

  1. Honoraria for pre-conference workshops

    When individuals are asked to present a CUPA-HR program or pre-conference workshop, it is understood that this requires greater preparation time and effort than preparation to present a concurrent session. As such, CUPA-HR will pay an honoraria as follows. Any exceptions to this procedure must be approved by the President and Chief Executive Officer.

    Half-day pre-conference workshop: Honorarium of $250 paid per presenter to a maximum of two presenters. If more than two presenters, the presenters will equally divide $500 (maximum paid for two presenters).

    Full-day pre-conference workshop: Honorarium of $350 paid per presenter to a maximum of two presenters. If more than two presenters, the presenters will equally divide $700 (maximum paid for two presenters).
  2. Honoraria for stand-alone workshops

    Honorary and expense reimbursement guidelines for stand-alone workshops will be determined based on content presented and length of workshop.

F. National Education Programs

The development, implementation, and administration of all national education programs are the responsibility of the CUPA-HR National Office. It shall be the responsibility of the President and Chief Executive Officer to implement procedures for the effective operation of all educational programs.

  1. Annual Conference

    The Annual Conference shall be co-chaired by the Chair-elect and President and Chief Executive Officer, and supported by the National Office staff.
    1. Annual Conference Program Committee

      The purpose of the Annual Conference Program Committee is to ensure that programming reflects the needs of higher education human resource professionals. The Committee will suggest educational programming and speakers and will assist with the evaluation of concurrent session proposals.

      The chair-elect of the national board and the President and Chief Executive Officer will jointly select the program chair or co-chairs and will also appoint individuals to serve as members of the program committee.
    2. Annual Conference Local Volunteers

      The national office staff will identify and work with individuals from institutions in close proximity to the annual conference location to gain insight on local customs and highlights of the conference city, and solicit on-site volunteers for social, recreation, and registration activities.

G. International Exchange Selection Process

  1. SELECTION PROCESS
    1. The Executive Committee of the National Board shall be responsible for selecting the CUPA-HR representatives for international exchange opportunities. In no case shall an individual be selected to represent the Association at the same conference in successive years.
    2. The Chair shall have first choice in attending the conference, followed by the Chair-elect.
    3. Should the Chair and/or Chair-elect decline, current members of the National Board and the Association President and Chief Executive Officer shall have an opportunity to self nominate.
    4. If no National Board member or the President and Chief Executive Officer self-nominates for one of the seats, an invitation to the general membership shall be extended through other means.. Special consideration shall be given to members of Regional and Chapter Boards before the general membership.
    5. Individuals may be asked to submit a written proposal on the presentation to be made at the conference.
    6. The National Office will reimburse a maximum of $2,000.00 for expenses for each person selected for the International Exchange.
  2. MINIMUM QUALIFICATIONS

    Individuals self-nominating must, at a minimum, have the following qualifications:
    1. Must have been a CUPA-HR member for at least five years.
    2. Must have the ability to make a presentation that will meet the high standards required for annual conference speakers/presenters.
    3. Must possess diplomatic and social skills necessary to be an ambassador for CUPA-HR of whom we will be proud.
    4. Must possess extensive knowledge of human resources in higher education.
    5. Must have the support of their institution to cover travel expenses beyond the maximum reimbursement amount and for time away from work.
  3. EXPECTATION OF CUPA-HR REPRESENTATIVE

    It is expected that upon return from the international exchange, the CUPA-HR representatives will perform at least one of the following actions:
    1. Submission of a written report of the international meeting to the National Board within 30 days of the conclusion of the meeting.
    2. Present a concurrent session on his or her international exchange experience/observations at the National convention immediately following the International Annual Conference.
    3. Submit an article on his or her international exchange experience/observations for inclusion in CUPA-HR publications.