New Member Handbook
Your Guide to Becoming an Accredited Member of The National Certified Public Manager® Consortium
Unofficial version, revised August 2015
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Thank you for your interest in the National Certified Public Manager® (CPM) Consortium. The New Member Handbook has been prepared to assist potential new members of the CPM Consortium in moving forward from interested party to associate member status and ultimately to accredited member status within the organization.
The CPM Handbook will provide you with the information needed to achieve accreditation as a full member of the Consortium. The Handbook includes a copy of the Constitution and bylaws as well a representative sample of accreditation information and the core competencies required in each program. Also included are checklists and sample letters that will be useful to you as you seek a better understanding of the organization.
All of the members of the CPM Consortium are eager to assist you as you go through the accreditation process. You are encouraged to work closely with your mentor and any of the other Consortium members. Each will be eager to assist you.
We are here to help in any way we can.
Respectfully yours,
Mary Hamilton 2014-2015 Chair, Board of Directors National Certified Public Manager® Consortium
Table of Contents
Introduction ...... 2
The Mentor Program ...... 4
The Accreditation Questionnaire ...... 5
Sample Program Accreditation Review Checklist ...... 8
Sample CPM Program Plan for Becoming an Accredited Program ...... 13
Template for Plan for Becoming an Accredited Program ...... 28
Core Competencies of the National CPM Consortium ...... 34
Bylaws of the National Certified Public Manager® Consortium ...... 35
Attachments - Sample Letters:
Associate Membership 46 Active Membership 47 Initial Accreditation Review Request Letter 49 Continuing Accreditation Review Request Letter 50 Letter to Mentor Program 51
NOTE: In addition to this handbook, additional information about Consortium membership is available in the Standard Operating Procedures manual posted on the website or available from the administrator.
Introduction
This handbook is intended to provide you with a step-by-step guide to becoming an accredited member of the National Certified Public Manager® Consortium. Here is a general overview of that process:
1. Indicate your interest in conducting a CPM Program by submitting a request for Associate Membership (see sample p. 46). Only one organization may operate a CPM Program within a state or government jurisdiction.
2. Once Associate Membership has been granted by a vote of the Executive Council of the Consortium, you will receive a letter from the Consortium Chair welcoming you to our organization. That letter will identify an accredited member assigned as your “mentor program” to guide you through the development of your CPM program.
3. Associate memberships are for two-year periods and may be renewed on written request. The Consortium ‘membership year’ is July 1 – June 30; annual membership dues are $1000. Dues for those joining mid-year are pro-rated on a quarterly basis.
3. Develop your program, using the guidance provided in this handbook. You are encouraged to contact any and all members of the Consortium for copies of existing class materials they use. The current list of members can be found at: http://www.cpmconsortium.org *. Click on link for Board of Directors. An email can be sent to all program directors on your behalf via the Consortium Administrator, Peggy Stewart [email protected] .
* NOTE: Our website is currently hosted by Texas State University and that will show when the web site opens.
4. Once development of your program is in progress, you may request in writing Active Membership (see sample p.47). The application must include a letter from the governor/university president or other appropriate governmental/university officials who demonstrate both organizational and financial support for the
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proposed program. Active membership is granted by a vote of the full Consortium Board of Directors.
5. Once you have a complete program in operation that meets all standards listed in the Bylaws of the Consortium (Accreditation Assessment Questionnaire on pp. 6-8; bylaws on pp. 36-44), you may request an Initial Accreditation Review (see sample letter p. 50)
NOTE: The program does not have to graduate a class before requesting an initial accreditation review, only have students enrolled and in the process of completing requirements. But, you cannot give the “certified public manager®” designation until your program is accredited.
Please note that the term “certified public manager” is a registered service mark by the US Patent and Trademark Office and may only be used by the National Certified Public Manager® Consortium and it’s associate, active and accredited programs. When using the registered service mark it must always include the ® mark following “manager”. CPM, as all letter combinations not part of a logo, is not registered and is not restricted in use
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The Mentor Program
The accredited CPM Program that has been assigned as your mentor is a valuable resource as you begin to develop your program. Below is a list of the responsibilities of the mentor program. You may expect all the support described here.
Purpose: . To orient and familiarize the new associate member with CPM. . To actively provide advice and support to the new associate member through the process of accreditation.
Mentor Role and Responsibilities . Make initial contact to talk with the new associate member. . Encourage and support the associate member in the process of program design and development. . Have regular contact with the associate member. . Know what resources are available and/or how to access information regarding resources.
Mentee Role and Responsibilities . Follow-up if initial contact has not been made. . Use mentor as first resource. . Be prepared for mentor meetings: Where are you in the process, What is working and what is not working, Next steps.
Keep mentor informed on progress: Share materials; ask for specific guidance, Accept responsibility for your accreditation.
The Mentor-Mentee Relationship Assess how well the relationship is working. Either party can discuss with the Consortium Administrator how well the relationship is working and request a change if appropriate. Do not be afraid to say I don’t know or to contact Peggy Stewart, Consortium Administrator with questions, [email protected] . or 858-231-0048.
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Mentor – Mentee Best Practice Guide
Phase I Phase II Phase III Associate to Active Active Initial Accreditation . Contacting Program Models . How to government/ Criteria for request an university leaders selecting and accreditation orienting review . Letters of Support instructors . Preparing for . Sharing actual accreditation Initial Contact competency- Binder . Establish based Visit relationship curriculum . Arrange materials reimburse- . Talk about program . Testing ment experience options procedure for . Capstone site visit . Share start up options travel costs materials . Program policies and . Identify when to procedures refer to the CPM . CPM applicant Administrator selection Sample policies process Sample . Marketing curriculum strategies and Questions to approaches Consortium . Graduation members criteria and process . Database development
Assess Mentor- Mentee relationship . Is it working?
Resources available on the website: Ohio Survey Past accreditation reports Resources available from the administrator: Examples of accreditation binders
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The Accreditation Assessment Questionnaire
The accreditation questionnaire is an excellent guide for those developing a new CPM program. It addresses all the critical components necessary to meet the standards for accreditation by the National Certified Public Manager® Consortium. In the eventual Initial Accreditation Review, the program is required to provide evidence that each of these standards have been met. The following checklist is used by the accreditation review committee in their assessment of the program.
NATIONAL CERTIFIED PUBLIC MANAGER® CONSORTIUM ACCREDITATION ASSESSMENT QUESTIONNAIRE Adopted 3.18.06 Revised 10.17.10
Member being accredited: ______Date: ______Assessment: ______“I” Initial; “C” Continuing Committee Member: ______State: ___ Role: ______Chair/Instructor/CPM Grad.
Directions: Please review the documents you have received and respond either YES or NO to the statements below. If your answer is NO to any question or a series or questions, the committee chair should obtain clarifying data.
YES NO
TAB 1 – PROGRAM OVERVIEW (There is adequate summary description of the CPM ______program delivered by this member to understand the basics of how it operates, basic expectations, time frames, projects and examinations required, eligibility/application process, mission, the organization's location, fees, and other information that provides the reader with an understanding of the program and its delivery. Brochures and other supplemental materials may be included.) If NO, list below any missing information:
______
______
2. An appropriate linkage exists between government and higher education institution(s) ______
3. A governing or advisory board is in place with a clearly described function ______
4. Program has the capability to admit participants from any public sector organization within its jurisdiction ______
5. Program requirements are clearly identified and listed in ______□ Brochure □ Handbook □ Flyer □ Other
6. Most recent Annual Report to the Consortium ______Date
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TAB 2 – PROGRAM ORGANIZATION YES NO
1. Funding is sufficient to support program ______
2. A list of program instructors and bios are included ______
TAB 3 – ADMINISTRATIVE POLICIES AND PROCEDURES YES NO
1. Written policies and procedures exist on such things as admission, tests, projects, elective credit options, substitution of prior training, confidentiality and privacy rights of participants, etc. ______
2. A candidate tracking system is in place to inform candidates of their progress in the program ______
3. Security measures are in place around participant assessment components ______
4. Assessment review standards are clearly specified ______
TAB 4 – COURSE DELIVERY SCHEDULE YES NO
1. A current coursework delivery schedule is included ______
TAB 5 – COURSE MATERIALS YES NO
1. Core curriculum addresses all of the seven (7) competencies listed on the CPM Competency Model specified in the Bylaws ______
2. Entire program is documented with learning outcomes related to core competencies identified in each course or learning activity ______
3. 300 hours address the seven (7) competencies comprising the CPM Competency model ______
4. At least 250 hours are instructor or facilitator directed ______
TAB 6 – EXAMINATIONS AND PROJECTS YES NO
1. A clear relationship exists between projects and curriculum ______
2. Requirements for projects are clearly specified ______
3. Any group projects have clearly defined individual responsibilities ______
4. Methods exist for providing individual feedback on projects ______
5. The assessment process is clearly related to learning outcomes and core competencies ______6. Participants receive feedback on assessments as appropriate ______
7. The assessment process includes tests of knowledge and practical ______application
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TAB 7 – PROGRAM EVALUATION YES NO
1. Data is collected on one or more of the following: N/A YES NO Participant reaction ______Level of knowledge and skills improvement gained ______Application of knowledge and skills to the work setting ______Organizational impact ______
2. Provision is made for incorporation of evaluation results in program development ______
TAB 8 – PARTICIPANT INFORMATION YES NO
1. A list of participants is included indicating names, addresses and telephone numbers ______
TAB 9 – PERCEIVED STRENGTHS AND WEAKNESSES YES NO
1. Program strengths are identified and discussed ______
2. Program weaknesses are identified and discussed ______
3. Continuous improvement processes are addressed ______
Based on the materials which you have received, and the Bylaws of the Consortium, do you recommend that this Consortium member be granted accreditation?
YES______NO______PROVISIONAL ______
If NO or PROVISIONAL, please explain:
______
Signature of Reviewer: ______Date: ______
Reviewed by Committee Chair: ______Date: ______
Please email or fax the signed and dated form to the committee chair
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Sample Program Accreditation Review Checklist
The following checklist has been provided by the Certified Public Manager® Program of Illinois. It includes a description of the documentation it gathered in 2006-2007 to verify it had met/would meet Consortium standards.
NOTE: Each program is allowed some flexibility in its delivery of certification requirements. Some facets of the IL program (e.g., Level II, Level III, portfolios) relate to the program design it has chosen; your program may choose an alternate program design.
Tab I: Program Overview 1. Linkage Between Government and Higher Education. Appendix (a) Letter of Support
2. Program Advisory Board. Appendix (a) By-laws (b) List of Advisory Board Members
3. Program capacity to admit participants from state, local, and federal government. Appendix (a) Description of organization administering the program (b) Organizational Chart (c) Printed page from Website
4. Program Requirements. Appendix (a) Description of Program Course Requirements and Descriptions (b) Program Policies
Tab 2: Program Organization. 1. Funding is sufficient to support program. Appendix (a) Description of Funding Source (b) Program Budget
2. List of Instructors and biographies included. Appendix (a) List of CPM Instructors and biographies
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Tab 3: Administration Policies and Procedures 1. Illinois CPM Policies and Procedures: Confidentiality and Privacy Rights of Participants, Admission Policy, Examination/Test/Project Policy, Elective Credit Policy. Appendix (a) Program Policies (b) Participant Level II and III Essay Guide (c) Program Capstone Project (d) Participant Portfolio Guide
2. Participant Tracking System. Appendix (a) Tracking System In Place
3. Applied Project Requirements. Appendix (a) Description of Program Capstone Project
4. Security measures are in place around participant assessment components. Appendix (a) Description of security measures around participant assessment components
5. Assessment review standards are clearly specified. Appendix (a) Program Policies (b) Program Capstone Project Guide (c) Participant Level II and III Essay Guide (d) Participant Portfolio (e) Example of assessment tools
Tab 4: Course Delivery Schedule. 1. A current coursework delivery schedule is included. Appendix (a) Current course schedule
Tab 5: Course materials. 1. Core curriculum addresses all seven competency areas specified in the By-laws. Appendix (a) Description of Program Course Requirements and Description (b) Description of Program Core Competencies
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2. Entire program is documented with learning outcomes related to core competencies identified in each course or learning activity. Appendix (a) Description of Program Core Competencies (b) Description of Program Courses and Competency Areas (c) Description of courses & learning objectives
3. Curriculum shows integration of competencies. Appendix (a) Description of Program Description and Overview (b) Description of Program Model and Design (c) Description of Program Core Competencies
4. Clear policy exists on equitable and monitored substitution, if allowed. Appendix Program Policies document
5. At least 300 hours of structured learning activities are in place. Appendix (a) Description of Program Requirements and Description
6. At least 250 hours are instructor or facilitator directed. Appendix (a) Description of Program Requirements
7. At least 200 hours are related to the 7 core competencies. Appendix (a) Description of Program Requirements
Tab 6 Examinations and Projects. 1. A clear relationship exists between projects and curriculum. Appendix (a) Description of Program Capstone Project Guide (b) Description of Program Level II – III Essay Guide
2. Any group projects have clearly defined individual responsibilities. Appendix Description of group projects
3. Methods exist for providing individual feed back on projects. Appendix (a) Description of Program Participant Portfolio Guide (b) Participant Portfolio Assessment Tools (b) Example of Participant Feedback Forms
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4. The assessment process is clearly related to learning outcomes and core competencies. Appendix (a) Description of Competency-Based Portfolio Learning Model (b) Participant Portfolio Assessment Tools (c) Example of Participant Feedback Forms
5. Participants receive feedback on assessment as appropriate. Appendix (a) Description of Competency-Based Portfolio Learning Model and Design (b) Example of Participant Feedback Forms
6. The assessment process includes tests of knowledge and practical application. Appendix (a) Description of Competency-Based Portfolio Learning Model and Design (b) Description of Program Participant Project Guide (c) Description of Program Policies (e) Example of Participant Feedback Forms
Tab 7: Program Evaluation 1. Data is collected on: a) Participant reaction b) Level of knowledge and skills improvement gained c) Application of knowledge and skills in the work setting d) Organizational impact Appendix (a) Description of CPMPI Program Outcomes (b) Program Participant Portfolio Guide (c) Program Outcome Evaluation Tool
2. Provision is made for incorporation of evaluation results in program development Appendix (a) Description of Program Outcomes and Evaluation Tool (b) Program Participant Portfolio Guide (c) Advisory Board By-Laws
Tab 8: Participant Information 1. A list of participants is included indicating names, addresses, and telephone numbers Appendix (a) List of Program Participants
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Tab 9: Perceived Strengths and Weaknesses 1. Are program strengths identified and discussed Appendix (a) Program Assessment and Evaluation (b) Participant Portfolio Assessment Tools (c) Annual Surveys (d) Advisory Board Bylaws and minutes (e) Program Annual Review
2. Are program weaknesses identified and discussed Appendix (a) Program Assessment and Evaluation (b) CPMPI Program Annual Review (c) Advisory Board Bylaws and minutes
3. Continuous improvement processes are addressed Appendix (a) Program Assessment and Evaluation (b) ICPM Program Portfolio (c) Advisory Board Bylaws and minutes
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Sample CPM Program Plan for Becoming an Accredited Program
The development of a Certified Public Manager® Program is an extensive project. As such, it is helpful to view the development process from a project management perspective. The following is an extensive project plan/plan of work developed by the CPM Program of Illinois to help chart its course—from start-up to becoming a fully accredited program. This plan gives a comprehensive overview of and timeline for the many tasks and activities that are critical to developing a CPM Program.
FY06 – FY07 Start-up Work Plan Certified Public Manager® Program of Illinois Update: May 15, 2007
Project Name Certified Public Manager® Program of Illinois Date Author Status/Changes Nancy Ford, Director of Correspondence with Imelda Roberts, Chair of the National Certified Public 1/6/2006 The Institute of Legal Manager® Consortium requesting associate membership in the Policy and Studies Consortium. Jack Lemons, E-mail welcoming Illinois membership in the Consortium and indicated the 1/9/2006 Administrator National process for affiliation. CPM Consortium Nancy Ford, Director of E-mail from Susan Paddock, Director of Wisconsin Certified Public 1/30/2006 The Institute of Legal Manager® Program, establishing a contact for future technical assistance
Project History Policy and Studies in the development of the Illinois CPM. Nancy Ford Director of Consortium survey of associate member’s methods to gathering 2/13/2006 The Institute of Legal information. Policy and Studies Lorena Johnson, Training Coordinator Met with Nancy Ford, Tom Ambrose, and Joy Srycle to review the Project 5/11/2006 The Institute of Legal Plan. Identified areas of focus and further development. Policy and Studies Lorena Johnson, Training Met with Tom Ambrose to develop a strategy to contact major 5/18/2006 Coordinator stakeholders at the state agencies. The Institute of Legal
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Policy and Studies Lorena Johnson, Training Coordinator Send email of introduction to Susan Paddock Director of the Wisconsin 5/22/2006 The Institute of Legal Certified Program Manager® Program. Policy and Studies Susan Paddock, Director of WCPM Program Scheduled July 13 for site visit to University of Wisconsin - 5/30/2006 University of Wisconsin - Madison Madison Nancy and I made a site visit to the Wisconsin Certified Public Lorena Johnson, Training 7/13/2006 Manager® Program in Madison. We met with Susan Paddock and Coordinator UIS Robbi Dreifuerst Lorena Johnson, Training Emailed Susan Paddock regarding letters of endorsement for 8/8/2006 Coordinator UIS Active Status
Lorena Johnson, Training Met with Chancellor Ringeisen, Provost Berman, and Director Coordinator UIS 8/18/2006 Halter to discuss obtaining the Governor’s and President White’s Nancy Ford, Director of ILAPS signature on letters of endorsement. Nancy Ford, Director of 8/21/2006 Send email to National CPM Consortium requesting Active Status ILAPS Lorena Johnson, Training Coordinator UIS Met with and sent confirmation to Debbie LaKamp regarding her 8/22/2006 Tom Ambrose, Senior agreement or a designate to serve on the CPMI Advisory Board. Training Coordinator Lorena Johnson, Training Met with (via phone conference) Robbi Dreifuerst Associate Coordinator UIS Director of the CPM Program in Wisconsin to discuss the possible 8/28/2006 Laura Laurenzana, methods for organizing the Participant Tracking System and the Program Assistant Program files. Lorena Johnson, Training Coordinator UIS Met with and sent a confirmation to Brent Never regarding his 8/29/2006 Tom Ambrose, Senior agreement to do training for the CPMI Program. Training Coordinator
Lorena Johnson, Training Sent email to Advisory Board members regarding dates of 9/6/2006 Coordinator availability for first meeting. Lorena Johnson, Training 10/30/06 First Advisory Board Meeting 12pm – 3pm Coordinator UIS
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Lorena Johnson, Training 1/22/07 Coordinator UIS First Faculty Meeting 11:30am – 12:30am
Lorena Johnson, Training 2/21/2007 Second Advisory Board Meeting 11:30am – 1pm Coordinator UIS Lorena Johnson, Training 3/20/2007 First CPM Class Held Coordinator UIS Lorena Johnson, Training 4/17/2007 First Online CPM Class: Succession Planning Coordinator UIS
Project Sponsor(s) University of Illinois – Springfield, Institute of Legal and Policy Studies Project Manager Lorena Johnson Email List [email protected] Web Site http://cspl.uis.edu/ILAPS/CPMPI/index.htm Name Title Percent of Time Nancy Ford Director, Institute of Legal Policy and Studies Senior Training Coordinator, Institute of Legal Tom Ambrose Policy and Studies Associate Professor, Public Administration Beverly Bunch Office: PAC 416
Telephone: (217) 206-7783 Associate Professor, Public Administration and Project Team Patricia Byrnes Institute for Legal, Administrative & Policy Studies
Office: PAC 416 Telephone: (217) 206-7783 Dean of Public Administration. Pinky Wassenberg Office: PAC 420 Telephone (217) 206-7765 Secretary IV Laura Laurenzana Institute of Legal Policy and Studies David Grunenfelder Assistant Director of ILAPS
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Problem Statement The Illinois Public Manager has specific and particular requirements, demands, and challenges unique to his/hers job in the public sector. There are few professional development opportunities that support the unique needs of the public management profession in the State of Illinois. The Certified Public Manager® Program will provide competency based trainings that strengthen and deepen the essential knowledge and skills necessary for effective management in the public sector.
CONTEXT: Public Managers in the state of Illinois approach their positions from a variety of backgrounds, experiences and disciplines, many lacking orientation to the basic principles, best practices, and models of public management and administration. In conjunction, in the state of Illinois Professional Development Training for public managers is de-centralized, controlled by each agency. Another factor impacting the work environment of the public manager are the significant changes in both the practice of management at the state and local government levels and the roles and responsibilities of state and local managers and management staff has profoundly altered the job of the public manager. Increasingly, public managers are required to do the following: . Develop and implement new standards for effectiveness, efficiency, and accountability; . Make more decisions in open meetings and therefore, be subjected to broader and more varied participation as well as more substantial an diverse external evaluation and Project interventions; Description/ . See more action taken by their agencies and therefore be subjected to legal challenges Narrative and judicial review and intervention; . Implement more widespread and effective collaboration between and among agencies at all level of government and between the public and private sectors (The History of the Certified Public Manager, April 2003).
The changing demands of state and local government management in the 21st Century, necessitates a more professional public manager.
The University of Illinois-Springfield emphasis and scholarship in the area of public affairs and service provides an excellent location for the establishment of a Certified Public Manager® Program. Located at the University is The Center for State Policy and Leadership, providing a national stage for scholars, students, policymakers, and citizens to exchange ideas, engage in research, and expand our understanding of public policy issues. As a unit within the Center,
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The Institute for Legal and Policy Studies works on projects in cooperation with other public affairs units at UIS and with other universities. At present, the Institute provides research and technical expertise to a number of state agencies and organizations. It also conducts training tailored to professional skills enhancement for variety of justice and other public agencies and community services providers. One of its major emphases is developing the application of technology, including computer-based applications, multimedia formats, and distance learning approaches, for professional certification, expanded service delivery and information dissemination throughout the state.
BENEFITS:
University of Illinois - Springfield 1. Strengthens and implements the mission of the University by. . Promoting and strengthening governmental effectiveness; . Fostering leadership development; . Promoting collaboration and partnership with government, local communities, citizens, and the nonprofit sector. 2. Strengthens the role of the University as the experts on all matters relating to in- service public sector training and education by: . Providing public managers and their agencies a professional development program designed specifically for their unique needs and requirements. . Responding to a growing need in the field of public administration to the professional growth and development of the public manager. . The opportunity to partner with other MPA programs within the state of Illinois and across the nation. . The support and partnership of the members of the Consortium of universities and colleges across country;
Illinois Public Managers 3. Strengthens the knowledge and skills of public managers in state and local government agencies by: . Providing public managers and their agencies a professional development program designed specifically for their unique needs and requirements. . Creating a training environment that encourages inter-governmental dialogue and learning among public managers from different state and local government
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agencies and non-profit organizations across the state and the nation. . Exploring the basic principles, models, and best practices of public management and administration. 1. Participants in The Certified Public Manager® Program will register for trainings on-line. 2. Electronic Portfolios or Portfolio Learning will be a component of the Program course structure and design. 3. The difference, benefits, and qualities between the degree programs in public administration and the certified public manager program will need to be explicitly identified and stated. 4. CPM Program will need to link with other Consortium Programs across the country to Assumptions enhance participant learning experience. 5. The CPM Program will need to partner with other state and local agencies and organizations. 6. CPM will strengthen the University’s partnership with state and local government. 7. The need to market the benefits of The Certified Public Manager Program to a board base of public managers in a variety of public and non-profit agencies and organizations. 1. Obtaining fiscal support within the University to develop the CPM Program 2. Support from the Governor’s Office. 3. Support from state and local government leadership. Challenges 4. The value and role of professional development training within the context of an
academic setting and environment.
5. The needs and demands of a program within the context of a contractual-project focus
Institute.
6. The large number of state employment categories creates a barrier to the identifying
the appropriate target audience.
7. Time made available for public managers by their respective agencies to fully participate in the program. 8. Implementing Online registration
Goal 1: Establish a Certified Public Manager® Program (CPM) at the University of Work Plan Goals Illinois-Springfield and Objectives Objective 1. Develop CPM Start-up Operating Budget Objective 2. Develop CPM Program Description Objective 3. Develop Certified Public Manager Program Design and Model
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Objective 4. Develop CPM Program Policies and Requirements Objective 5. Develop CPM Course Curriculum and Schedule Objective 6. Identify CPM Faculty and Practitioners Objective 7. Develop CPM Advisory Board and hold first meeting October 2006. Objective 8. Obtain support from the Governor’s Office and other essential/core state agencies
Goal 2: Obtain Active Status from the National Certified Public Manager® Consortium. Objective 1. Obtain letters of endorsement from UIS Chancellor, University of Illinois President, and the Governor’s Office. Objective 2. Submit request for Active Status August 2006 and obtain Active Status by September 2006. Objective 3. Attend National Certified Public Manager® Consortium Meeting. Objective 4. Obtain support from Governor’s Office and other essential state agencies.
Goal 3: Start offering CPMI trainings/classes March 2007 Objective 1. 10 – 15 participants enrolled in the CPMI cohort group and 10 – 15 participants registered by February 15 2007.
. Professional Development Training Specific . Professional Certified Public Manager® Certification Deliverables . National recognized program and affiliation January 6, 2006 Start Date/Est.
Timeline
Phrase I Program Design and Development May 2006 – January 2007 Phrase II Program Implementation January 2007 – June 30, 2008 Target Dates Phrase III Program Assessment & Review (Developmental Review) March 2007–July 2008 Phrase IV Program Accreditation Summer - Fall 2008 Costs $150.00 Candidate Group $168.00 Individual Project/Program University of Illinois – Springfield Institute of Legal and Policy Studies Oversight
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Resources and RESOURCES: Support Requirements
Project/Program N/A Organization Chart
Other PROJECTS: Related/Dependent Projects INFRASTRUCTURE REQUIREMENTS: Other Training Faculty Related/Dependent Website Infrastructure Online registration capability Requirements Online Training capability Web-conferencing capability How Status Will Be To be determined Reported Serve on the Advisory Board User Involvement Evaluate the Program
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FY06 – FY07 Certified Public Manager® Program of Illinois Work Plan PHASE I: Program Design and Development May 2006 – January 2007
Goal 1: Establish a Certified Public Manager® (CPM) Program at the University of Illinois-Springfield Objective 1. Develop CPM Start-up Operating Budget Tasks/Activities Staff Involved Completion Date . Identify the scope of the CPMI Program May 18, 2006 Lorena Johnson, ILAP Training Coordinator . Speak with Jack Lemons and meet with Susan Lorena Johnson, ILAP Training Coordinator July 15, 2006 Paddock regarding CPM Program scope and designs. Nancy Ford, ILAP Director . Review other CPM Programs around the country Lorena Johnson, ILAP Training Coordinator May 30, 2006 . Create CPMI Program Budget August 2006 Goal 1: Establish a Certified Public Manager® Program (CPM) at the University of Illinois-Springfield Objective 2. Develop CPM Program Description Objective 3. Develop Certified Public Manager Program Design and Model Objective 4. Develop CPM Program Policies and Requirements Objective 5. Develop CPM Course Curriculum and Schedule Objective 6. Identify CPM Faculty and Practitioners Tasks/Activities Staff Involved Completion Date . Review other CPM Programs around the country Lorena Johnson, ILAP Training Coordinator May 30, 2006 . Speak with Jack Lemons and meet with Susan Lorena Johnson, ILAP Training Coordinator July 15, 2006 Paddock regarding CPM Program scope and designs. Nancy Ford, ILAP Director . Review the literature in Public Administration and Lorena Johnson, ILAP Training Coordinator May 30, 2006 Management . Create CPMI Program Description Lorena Johnson, ILAP Training Coordinator June 2006 . Create CPMI Program Requirements and Policies Lorena Johnson, ILAP Training Coordinator June 2006 . Create CPMI Program Design and Model Lorena Johnson, ILAP Training Coordinator June 2006 . Develop CPMI Program Course List Lorena Johnson, ILAP Training Coordinator June 2006 . Identify CPMI Program Faculty and Practitioners Lorena Johnson, ILAP Training Coordinator October 2006 . Create CPMI Program Course Schedule for Spring – Lorena Johnson, ILAP Training Coordinator September 2006 Summer 2007 . Create CPMI Website Lorena Johnson, ILAP Training Coordinator June 2006
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Goal 1: Establish a Certified Public Manager® Program (CPM) at the University of Illinois-Springfield Objective 7. Develop CPM Advisory Board and hold first meeting October 2006. Objective 8. Obtain Program support from the Governor’s Office and other essential/core state agencies
Tasks/Activities Staff Involved Completion Date . Develop list of potential CPMI Advisory Board members Lorena Johnson, ILAP Training Coordinator May 30, 2006 Tom Ambrose, ILAP Sr. Training Coordinator . Meet with Key State Agencies and individuals Lorena Johnson, ILAP Training Coordinator June – August 2006 Tom Ambrose, ILAP Sr. Training Coordinator Nancy Ford, ILAP Director . Establish Advisory Board Structure and Agenda Lorena Johnson, ILAP Training Coordinator (Draft ) August 30 2006 Final September 30, 2006 . Develop Advisory Board Orientation Handbook Lorena Johnson, ILAP Training Coordinator August 2006 . Meet and work with UIS Chancellor’s Office to obtain Lorena Johnson, ILAP Training Coordinator August 2006 and Governor’s Office support Nancy Ford, ILAP Director Ongoing Goal 2: Obtain Active Status from the National Certified Public Manager® Consortium. Objective 1. Obtain letters of endorsement from UIS Chancellor, University of Illinois President, and the Governor’s Office. Objective 2. Submit request for Active Status August 2006 and obtain Active Status by September 2006. Objective 3. Attend National Certified Public Manager® Consortium Meeting. Objective 4. Obtain support from Governor’s Office and other essential state and local government agencies.
Tasks/Activities Staff Involved Completion Date . Meet and work with Chancellor’s Office to obtain letters Lorena Johnson, ILAP Training Coordinator August 2006 of endorsement from the following: UIS Chancellor, U Tom Ambrose, ILAP Sr. Training Coordinator of I President, and Governor’s Office Nancy Ford, ILAP Director . Write and send letter to National CPM Consortium Nancy Ford, ILAP Director August 2006 requesting Active Status . Register and attend National CPM Consortium meeting Lorena Johnson, ILAP Training Coordinator July 2006 in Louisville, KY Nancy Ford, ILAP Director . Work with key state and local agencies to obtain Lorena Johnson, ILAP Training Coordinator August 2006 – Nancy Ford, ILAP Director endorsement from the Governor’s Office January 2007 . Create Program Accreditation Binder Lorena Johnson, ILAP Training Coordinator May 2006 Laura Laurenzana, Program Assistant
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Certified Public Manager® Illinois PHASE II: Program Implementation August 2006 – June 30, 2007
Goal 3: Start offering CPMPI trainings/classes March 2007 Objective 1. 10 – 15 participants enrolled in the CPMI cohort group and 10 – 15 participants registered by February 15 2007.
Tasks/Activities Staff Involved Completion Date . Review CPMI Program Design and Development Lorena Johnson, ILAP Training Coordinator August 2006 Laura Laurenzana, Program Assistant . Develop Marketing Plan Lorena Johnson, ILAP Training Coordinator September 2006
. Work with the CPMI Program Advisory Board to identify Lorena Johnson, ILAP Training Coordinator October 2006 – potential CPM candidates February 2007 . Final Program brochure completed Lorena Johnson, ILAP Training Coordinator September 2006
. Program promotion: newspapers, UIS website, state Lorena Johnson, ILAP Training Coordinator October 2006 – March newsletters, etc. 2007 . Development a Program recruitment plan Lorena Johnson, ILAP Training Coordinator September 2006 . Finalize and publish CPMI training calendar Lorena Johnson, ILAP Training Coordinator October 2006 . Finalize space and equipment Lorena Johnson, ILAP Training Coordinator January 2007 Laura Laurenzana, Program Assistant . Finalize training content and agenda Lorena Johnson, ILAP Training Coordinator June – August 2006 CPMI Program Faculty and Practitioners . Establish CPMI Participant Tracking System Lorena Johnson, ILAP Training Coordinator December 2006 Laura Laurenzana, Program Assistant . Create CPMI Program Filing System Lorena Johnson, ILAP Training Coordinator November 2006 Laura Laurenzana, Program Assistant . Complete CPMI Participant Handbook Lorena Johnson, ILAP Training Coordinator October 2006 . Identify CPMI Program Evaluation Tool Lorena Johnson, ILAP Training Coordinator February 2007 David Grunenfelder, ILAP Assistant Director . Create Working Program Accreditation Binder Lorena Johnson, ILAP Training Coordinator September 2006 Laura Laurenzana, Program Assistant . Revise the CPMI Website Lorena Johnson, ILAP Training Coordinator October 2006 Laura Laurenzana, Program Assistant
National CPM Consortium New Member Handbook August 2015 23
Certified Public Manager® of Illinois Work Plan PHASE III: Program Evaluation and Review March 2007 – June 30, 2007
Tasks/Activities Staff Involved Completion Date
Assess and Evaluate CPM Program Lorena Johnson, ILAP Training Coordinator March 2007 – June 30, . Collect information requiring Program effectiveness 2007 . Lessons Learned Lorena Johnson, ILAP Training Coordinator June 30, 2007 . Areas of Strengths and Challenges . Create Program Evaluation Report Lorena Johnson, ILAP Training Coordinator June 30, 2007 David Grunenfelder, ILAP Assistant Director
National CPM Consortium New Member Handbook August 2015 24
Certified Public Manager of Illinois Work Plan PHASE IV: Program Accreditation 2008
Program Overview
. Narrative Descriptive Overview
. Linkages with Higher Education Program Description . Advisory Board . . Program Brochure
. Organizational Chart
. Funding Data Program Structure and Organization . Biographies of Instructors
. Policies on Confidentiality
Program Administrative Materials . Copies of Examinations
. Examples of Job-related Projects
. Electives Program Structure and Organization . Certification Requirements Coursework Delivery Schedule
. Module Titles Curriculum Materials . Synopses of Key Points
. Learning Objectives . Training Objectives Participant Evaluation Instruments Listing of Representative Sample of Participants Statement of Strengths and Areas of Challenge
National CPM Consortium New Member Handbook August 2015 25
Certified Public Manager® of Illinois Program Plan Timeline May 1, 2006 – June 30, 2007
Program Objectives and Activity MAY JUN JUL AUG SEPT. OCT. NOV. DEC. JAN. FEB. MAR. APR MAY CPM Program Up and Running
Obtain Active Status
Maintain and Establish Affiliation Status with the American Academy of CPM . Introduce Program Coordinator to AACPM liaison . Register and attend AACPM Conference in Louisville, KY . Pay Annual Affiliation Fee $350.00
Develop CPM Program Start-up Operation Budget
Develop CPM Program Description
. Contact Susan Paddock at the University of Wisconsin-Madison to arrange for a site visit. . Make site visit to the University of Wisconsin - Madison . Develop Program Objectives and Requirements
Develop CPM Program Structure and Organization: . Develop list of State Agency Training Directors . Meet with State Agency Training Directors
National CPM Consortium New Member Handbook August 2015 26
. Identify Advisory Board
Candidates
Program Objectives and MAY JUN JUL AUG SEPT. OCT. NOV. DEC. JAN. FEB. MAR. APR MAY Activities . Establish Advisory Board
Structure and Format . First Advisory Board Meeting
. Identify CPM Faculty
. Identify Support Staff
. Identify Technological
Infrastructure . Establish Technological
Infrastructure . Develop CPM Website
. Develop E-Newsletter
Develop CPM Course Curriculum
. Identify MPA Faculty
. Develop Coursework Design: - Competency-Based
Approach; - Portfolio Learning Model . Identify and Plan Course Delivery Methods - Blended Online Course Opportunities. . Develop Course Schedule
CPM Program Assessment and Evaluation . Identify Program Assessment
Tool . Lessons Learned . Areas of Strengths and Challenges Develop a Projected Program
Budget
National CPM Consortium New Member Handbook August 2015 27
Template for CPM Program Plan for Becoming an Accredited Program
FY__ Project Work Plan Program Year: ______Certified Public Manager Program March 1, _____– June 30, ______Project Name ______Certified Public Manager® Program Date Author Status/Changes
Project History
National CPM Consortium New Member Handbook August 2015 28
Project Sponsor(s) Project Manager Email List Web Site Name Title Percent of Time 5% - 10% Project Team 80% 30% 100%
Problem Statement
Project Description/Narrative BENEFITS:
Assumptions
Challenges
2008 – 2009
Work Plan
Goals and Objectives
National CPM Consortium New Member Handbook August 2015 29
Specific Deliverables Start Date/Estimate
Timeline Target Dates Costs Project/Program
Oversight Resources and Support
Requirements Project/Program
Organization Chart Other Related/Dependent Projects INFRASTRUCTURE REQUIREMENTS: Other Training Faculty Related/Dependent Website Infrastructure Online registration capability Requirements Online Training capability Web-conferencing capability/Eliminate How Status Will Be
Reported User Involvement
National CPM Consortium New Member Handbook August 2015 30
Template for Certified Public Manager® Program Work Plan
Goal 1: Objective 1.
Tasks/Activities Staff Involved Completion Date
1.
2. 3.
4.
5.
6.
7.
8.
9. Goal 2: Objective 1. Tasks/Activities Staff Involved Completion Date
1.
2.
3.
4.
5.
6.
7.
9.
10.
National CPM Consortium New Member Handbook August 2015 31
Template for Certified Program Manager® Program Work Plan
Program Overview
. Narrative Descriptive Overview
. Linkages with Higher Education Program Description . Advisory Board . . Program Brochure . Organizational Chart
. Funding Data Program Structure and Organization . Biographies of Instructors
. Policies on Confidentiality Program Administrative Materials . Copies of Examinations
. Examples of Job-related Projects Program Structure and Organization . Electives . Certification Requirements
Coursework Delivery Schedule . Module Titles Curriculum Materials . Synopses of Key Points
. Learning Objectives . Training Objectives Participant Evaluation Instruments Listing of Representative Sample of Participants Statement of Strengths and Areas of Challenge
National CPM Consortium New Member Handbook August 2015 32
Template for Certified Program Manager® Program Plan Timeline
Goal 1: Objective 1.
Program Activity MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 1. 2. 3. 4. 5. 6. 7. 8.
Goal 2: Objective 1.
Program Activity MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 1. 2. 3. 4. 5.
6.
National CPM Consortium New Member Handbook August 2015 33
Core Competencies of the National Certified Public Manager® Consortium
Personal and Organizational Integrity Increases awareness, builds skills and models behaviors related to identifying potential ethical problems and conflicts of interest; appropriate workplace behavior; and legal and policy compliance.
Managing Work Meets organizational goals through effective planning, prioritizing, organizing and aligning human, financial, material and information resources. Empowers others by delegating clear job expectations; providing meaningful feedback and coaching, creating a motivational environment and measuring performance. Monitors workload; documents performance. Deals effectively with performance problems.
Leading People Inspires others to positive action through a clear vision; promotes a diverse workforce. Encourages and facilitates cooperation, pride, trust and group identity; fosters commitment and team spirit. Articulates a vision, ideas and facts in a clear and organized way; effectively manages emotions and impulses.
Developing Self Commits to continuous learning, self-awareness and individual performance planning through feedback, study and analysis.
Systemic Integration Approaches planning, decision-making and implementation from an enterprise perspective; understands external and internal relationships that impact the organization.
Public Service Focus Delivers superior services to the public and internal and external recipients; includes customer/client identification, expectations, needs and the development/implementation of paradigms, processes and procedures that exude positive spirit and climate; demonstrates agency and personal commitment to quality public service.
Change Leadership Acts as change agent; initiates and supports change within the organization by implementing strategies to help others adapt to changes in the work environment, including personal reactions to change with emphasis on fostering creativity, innovation and being proactive. Adopted 9/18/05, revised 8/15/06
National CPM Consortium New Member Handbook August 2015 34
The Bylaws of the National Certified Public Manager® Consortium Amended January 15, 2015
Article I The Organization
The purpose of the National Certified Public Manager® Consortium is to approve and accredit Certified Public Manager® (CPM) programs, promote high standards, facilitate program development, encourage innovation and develop linkages with programs and organizations with similar interests. The Consortium does this by setting competency-based standards that govern the entire process of program development, accreditation, implementation, and continuous improvement towards our mutual goals.
The National Certified Public Manager® Consortium is incorporated as a 501 (c)(6) in the state of North Carolina under IRS Code.
Certified Public Manager® is a registered service mark owned by the National Certified Public Manager® Consortium.
Article II Membership Applications for Admission and Status
Programs for individual states of the United States of America and its Territories, quasi- governmental organizations, organizations with a public purpose, and other designated programs may be considered for admission.
2.1 Associate Status 2.1.1 Eligible organizations with an interest in establishing a Certified Public Manager® program may submit a written request for admission to the Consortium. 2.1.2 Upon a favorable majority vote by the Executive Council, the organization shall be granted Associate status. 2.1.3 Associate status shall be granted for a two-year period and may be renewed for one additional one-year term by approval of the Executive Council. 2.1.4 Associate programs may not award the Certified Public Manager® designation.
2.2 Active Status 2.2.1 Organizations in Associate status that have secured support for a proposed Certified Public Manager® program may request Active status in writing to the Consortium.
National CPM Consortium New Member Handbook August 2015 35
2.2.2 The application shall include a letter from the Governor, University President, or other appropriate executive-level official which demonstrates sustainable support for the proposed program. 2.2.3 Active status shall be granted upon a majority vote of the Board of Directors. 2.2.4 Active status shall be granted for a two-year period while the organization develops a program for accreditation and may be renewed for one additional one-year term by approval of the Board of Directors. Cases of hardship shall be reviewed by the Board of Directors and additional time may be granted. 2.2.5 Active programs may not award the Certified Public Manager® designation.
2.3 Accredited Status 2.3.1 Upon favorable review, recommendation from the accreditation team and an affirmative majority vote by the Board of Directors, Accredited status shall be granted to the organization. 2.3.2 Accreditation is granted for five years as long as the program remains in compliance. 2.3.3 Accredited programs may award the Certified Public Manager® designation. 2.3.4 Initial Accreditation 2.3.4.1 Organizations in Active status may request an initial accreditation review in writing to the Consortium Chair. 2.3.4.2 Requests for initial accreditation shall be submitted no later than six months before the program expects to award the Certified Public Manager® designation. 2.3.5 Continuing Accreditation 2.3.5.1 Organizations in Accredited status shall request in writing continuing accreditation at the Annual Meeting prior to accreditation expiration.
2.4 Deferred Accreditation Status 2.4.1 An Accredited program may be deferred for cause by action of the Board of Directors or by request of the program. 2.4.2 Deferred Accreditation status is granted by a majority vote of the Board of Directors. 2.4.3 Deferred Accreditation programs may not award the Certified Public Manager® designation. 2.4.4 Deferred status shall be for a period of one year from the date of original action by the Board of Directors placing them in Deferred Accreditation. Progress reports are due to the Executive Council every three months during this period. 2.4.5 The program must complete an accreditation review with a positive recommendation for accreditation before the Board of Directors considers restoring Accredited status. 2.4.6 At the end of one year if the program has not been granted Accredited status the program shall be terminated from the Consortium.
National CPM Consortium New Member Handbook August 2015 36
2.5 Inactive Status 2.5.1 An Accredited program may be placed in Inactive status for cause by a vote of the Board of Directors or Executive Council when authorized by the Board of Directors and given 90 days to come into compliance. 2.5.2 For cause means lack of compliance with Consortium governing documents (i.e., the Constitution, Bylaws, Standard Operating Procedures). The Consortium Board has the discretion to determine what cause/s may result in changing a program’s status. For a detailed list of causes, see the Standard Operating Procedures. 2.5.3 After 90 days in Inactive status without coming into compliance, the program shall be terminated by a majority vote of the Board of Directors. 2.5.4 Inactive status programs may not award the Certified Public Manager® designation.
2.6 Withdrawal 2.6.1 Programs may request withdrawal from the Consortium in writing to the Chair of the Board of Directors. 2.6.2 Withdrawal from the Consortium means that there is no Certified Public Manager® program in that approved jurisdiction and the Consortium will consider admission applications from qualified organizations.
2.7 Termination 2.7.1 The Board of Directors may terminate a program from the Consortium for lack of compliance with Consortium governing documents. 2.7.2 Termination from the Consortium means that there is no Certified Public Manager® program in that approved jurisdiction and the Consortium will consider admission applications from qualified organizations.
2.8 Program Standards 2.8.1 Accredited programs will meet the competency-based standards set by the Consortium. Key concepts shall include a public service mission, core competencies, adequate resources, program capacity, planning, implementation, effectiveness, and sustainability.
Article III Organizational Leadership & Administration
3.1 Board of Directors 3.1.1 The Board of Directors shall be composed of representatives from programs in Accredited and Active status.
National CPM Consortium New Member Handbook August 2015 37
3.1.2 Each Accredited and Active program shall be permitted to designate two representatives to the Board of Directors, a primary representative, for voting purposes, and an alternate. Both representatives are encouraged to participate fully. Designated representatives shall be recorded with the Consortium Administrator.
3.1.3 Each program will have one vote.
3.1.4 All programs are required to send a primary and/or alternate representative to the Annual Meeting, and are strongly encouraged to also participate in the Midyear Meeting.
3.1.5 Role of the Board of Directors 3.1.5.1 The Board of Directors is actively involved in developing policy to advance the goals of the organization. 3.1.5.2 The Board of Directors will direct the activities of the Consortium. 3.1.5.3 The Board sets the Accreditation standards to maintain the quality of Certified Public Manager® programs. 3.1.5.4 The Board determines program status and awards, defers, or denies accreditation.
3.1.6 Duties and Responsibilities of the Board of Directors 3.1.6.1 Provide leadership to clarify and sustain the mission of the Consortium. 3.1.6.2 Always act in accordance with the Constitution and Bylaws, and to achieve the Consortium’s mission through prudent and ethical action. 3.1.6.3 Attend the annual business meeting and actively participate in the decision- making process. 3.1.6.4 Review and approve the annual budget and its financial goals to assure the Consortium’s financial stability. 3.1.6.5 Participate in establishing and implementing strategic plans and objectives. 3.1.6.6 Participate actively in committee and/or goal team work to accomplish the Consortium’s strategic objectives. 3.1.6.7 Finance their own participation as a Board member. 3.1.6.8 Assure program compliance with all Consortium requirements.
3.2 Executive Council 3.2.1 The Chair, Chair-elect, Secretary, Treasurer, Immediate Past Chair, six Members-at- Large, and the Consortium Administrator (non-voting), will constitute an Executive Council of the Consortium Board.
3.2.2 Role of the Executive Council 3.2.2.1 The Executive Council may conduct the business of the Consortium, as delegated by the Board of Directors and as designated in the governing documents, at times other than meetings of the Board of Directors.
National CPM Consortium New Member Handbook August 2015 38
3.2.2.2 The Executive Council is actively involved in identifying, exploring, and proposing policy to the Board of Directors to advance the goals of the organization. 3.2.2.3 In addition, the Executive Council is instrumental in assisting the Board in implementing Board policy and resolving pressing matters. 3.2.2.4 The Board may refer matters to the Executive Council.
3.2.3 Duties and Responsibilities of the Executive Council 3.2.3.1 Provide leadership to the organization. 3.2.3.2 Attend and actively participate in Annual, Midyear, and Executive Council meetings, including new member orientation. 3.2.3.3 Actively participate on committees and goal teams. 3.2.3.4 Serve on a committee or champion a specific strategic goal as identified by the Board or Executive Council, and as assigned by the Consortium Chair. 3.2.3.5 Follow up with members on assigned work.
3.2.4 Qualifications for Elected Executive Council Members 3.2.4.1 The following general qualifications are required when selecting Executive Council candidates: 3.2.4.2 Must be a primary Board representative or designated alternate from a fully Accredited CPM program in good standing. 3.2.4.3 No two Executive Council members may be from the same CPM program. 3.2.4.4 Must be able to participate fully in Annual and Midyear meetings and all meetings at the call of the Chair.
3.2.5 Executive Council Member-at-Large 3.2.5.1 The Members-at-Large (MAL) each serve a two-year elected position. 3.2.5.2 There are six MAL positions, elected on alternate years. On even years, three (3) are elected. On odd years, three (3) are elected.
3.2.6 Removal for Cause 3.2.6.1 The Board of Directors may remove an Executive Council member for failing to fulfill the required responsibilities of that position.
3.2.7 Vacancies in Executive Council 3.2.7.1 In the event of a vacancy in any of the offices or among any of the Members-at- Large; the Executive Council shall appoint replacements from among the Accredited programs. 3.2.7.2 Individuals appointed to fill vacancies shall complete the term and shall be eligible for election to a full term of office.
National CPM Consortium New Member Handbook August 2015 39
3.3 Officers 3.3.1 Chair 3.3.1.1 The Chair will call and preside at all business meetings of the Board ofDirectors and Executive Council. 3.3.1.2 The Chair will develop the meeting agenda with support from the Administrator. 3.3.1.3 The Chair will oversee the business activities of the Consortium. 3.3.1.4 The Chair will appoint committees, goal teams, task forces or special working groups, and will confirm or appoint each respective chair, as required.
3.3.2 Chair-elect 3.3.2.1 The Chair-elect will oversee and coordinate all activities of the strategic goal teams. 3.3.2.2 The Chair-elect will assume the duties of the Chair in the Chair's absence at a required meeting.
3.3.3 Secretary 3.3.3.1 The Secretary will oversee and coordinate all activities of the initial and continuing accreditation committee process. 3.3.3.2 The Secretary will oversee and advise an appointed recorder in the preparation of records of Annual and Midyear business meetings and their distribution to the Board of Directors. 3.3.3.3 The Secretary will assume the duties of the Chair-elect in the Chair-elect's absence at a required meeting.
3.3.4 Treasurer 3.3.4.1 The Treasurer will oversee the management and reporting of the organization’s finances. This includes the review and audit of financial reports prepared by the Administrator; keeping the Board of Directors regularly informed of key financial events, trends, concerns, and assessment of fiscal health; overseeing the development and observation of the organization's financial policies.
3.3.5 Immediate Past Chair 3.3.5.1 The Immediate Past Chair shall chair the Nominating Committee. 3.3.5.2 Vacancy in Immediate Past Chair shall defer to the most recent Immediate Past Chair.
3.4 Administration 3.4.1 Administrator The Administrator is contracted by the Board of Directors to conduct the business of the organization on its behalf. This position is a non-voting member of the Executive Council and Board of Directors.
National CPM Consortium New Member Handbook August 2015 40
3.4.2 Recorder The recorder shall be appointed by the Chair and provided, whenever possible, by the host program at the Midyear and Annual Meetings of the Consortium Board to prepare the record for said meeting under the oversight and assistance of the Secretary and Administrator.
Article IV Dues and Fees
4.1 Annually, the Board of Directors shall approve fees for accreditation reviews and annual dues for Consortium programs as part of the budget process.
4.2 Dues and fees changes shall not be retroactive.
4.3 Failure to pay applicable dues and fees may result in action by the Board of Directors up to and including termination of the program.
Article V Business Meetings
5.1 Annual Meeting The purpose of the Annual Meeting of the National Certified Public Manager® Consortium is to provide the Board of Directors and the full Consortium membership an opportunity to meet and conduct Consortium business.
5.2 Midyear Meeting The purpose of the Midyear Meeting is to provide the Executive Council with an additional opportunity to conduct business that may require special or immediate attention or that must be completed before the Annual Meeting is convened. All Board Members are strongly encouraged to participate.
5.4 Committee, Goal Team, Task Force, and Additional Meetings 5.4.1 Committees, goal teams, and task forces are formed to address issues of strategic importance, including goals identified in the Consortium’s strategic plan. Meetings are scheduled throughout the year by the Committee Chairs. 5.4.2 Committees, goal teams and task force chairs have the responsibility of providing oral and written summary report to either the Board of Directors or the Executive Council at Annual and Midyear Meetings. 5.4.3 Additional meetings may be called by the Chair or by call of a simple majority of the Executive Council.
National CPM Consortium New Member Handbook August 2015 41
Article VI Parliamentary Authority, Voting and Quorum
6.1 Parliamentary Authority The business of the Consortium shall be conducted according to the Rules of Order adopted by the Board of Directors as designated in the Standard Operating Procedures of the National Certified Public Manager® Consortium.
6.2 Voting & Quorum Definition 6.2.1 Voting may be done at any meeting of the Board of Directors, electronically or by mail. 6.2.2 Each Accredited and Active program will have one vote. 6.2.3 Each program will designate a primary representative, for voting purposes, and an alternate to vote in the absence of the primary representative. 6.2.4 In the absence of representatives, a program may designate a proxy through written notification to the Board of Directors. 6.2.5 For votes requiring representation of the Board of Directors, a quorum is defined as a majority of Accredited and Active programs. 6.2.6 For votes requiring representation of the Executive Council, a quorum is defined as a majority of Executive Council members.
Article VII Amendment Procedures
7.1 These Bylaws may be amended by a majority vote of the Board of Directors.
7.2 Proposed amendments to the Bylaws shall be distributed to the Board of Directors at least thirty days prior to a vote.
7.3 Voting on such amendments may be done at any meeting of the Board of Directors, electronically or by mail.
7.4 Votes shall be ratified.
7.5 Exceptions to these Bylaws 7.5.1 The Board of Directors may grant a program an exception to the Bylaws of the Consortium. Such exceptions may be granted when, in the opinion of the Board it would be equitable considering the circumstances of the requesting program and other programs who are similarly situated or when, in the opinion of the Board, the circumstances peculiar to the requesting program are such that enforcing that Bylaw will not accomplish the intended purpose or will work a substantial hardship on the requesting program.
National CPM Consortium New Member Handbook August 2015 42
7.5.2 A request for an exception must be filed in writing by the requesting program to the Consortium Administrator not less than 30 business days before the meeting of the Board of Directors at which the request is to be considered, and shall include facts and circumstances supporting the request. 7.5.3 Exceptions to the Bylaws of the Consortium must be approved by a 2/3 majority vote of the Board of Directors at any meeting of the Board of Directors, electronically or by mail.
National CPM Consortium New Member Handbook August 2015 43
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National CPM Consortium New Member Handbook August 2015 44
ATTACHMENTS
1. Sample letter requesting Associate Membership
2. Sample letter requesting Active Membership --including sample required letter of support from governor or other individual indicating support of the program
3. Sample letter requesting Accreditation Review
4. Sample letter requesting Continuing Accreditation Review
5. Sample letter to the Mentor Program sent by Consortium Chair
National CPM Consortium New Member Handbook August 2015 45
ATTACHMENT #1: Sample letter requesting ASSOCIATE membership in the National CPM Consortium
Please send your letter to the Consortium chair with a copy and check payable to the National CPM Consortium to the Consortium administrator at: P. O. Box 270772, San Diego, CA 92198-2772
XXXX, Chair (The name and address of the current chair is available on the Consortium website or from the administrator National Certified Public Manager® Consortium [Address]
Dear XXXX;
[Entity-state or university/college] requests Associate membership in the National Certified Public Manager Consortium as the [state] CPM Program.
We understand the purpose of the National Certified Public Manager Consortium and support the concept of a nationally accredited program for public sector managers in [state]. During the period of associate membership, we will actively seek information to assist us in making the decision to develop a Certified Public Manager Program.
As an associate member we will support the work of the Consortium by timely payment of Consortium membership dues and attendance at the annual business meeting of the Consortium.
Sincerely,
xc: Consortium Administrator
Enclosure to Administrator – check for dues
National CPM Consortium New Member Handbook August 2015 46
ATTACHMENT #2: Sample letter requesting ACTIVE membership in the National CPM Consortium
Missouri State U N I V E R S I T Y
July 11, 2008
Ms. Ann Cobb, Chair National Certified Public Manager Consortium Personnel Development Center 1333 Mail Service Center Raleigh, NC 27699-1333
Dear Ms. Cobb:
Missouri requests Active membership in the National Certified Public Manager® Consortium. In requesting to move from associate to active status, we have determined that the organizational and financial supports for a CPM program are in place at Missouri State University.
The Management Development Institute (MDI), an outreach department for the College of Business Administration, has taken the lead role in developing the CPM program. To utilize additional University resources, MDI is working in partnership with the Masters in Public Administration (MPA) faculty from the College of Humanities and Public Affairs, to develop a curriculum that follows the CPM competency guidelines. Curriculum development is scheduled to be finalized in fall 2008.
Financial and administrative support for the CPM program development is provided from MDI and the College of Business Administration. MDI staff is dedicated to facilitating the program with a high level of professionalism and integrity. When the Missouri CPM program starts in 2009, participant fees will cover the cost of administering and delivering the program. MDI has provided outreach for the University for thirty years and is posed to insure long-term sustainability of the Missouri CPM program.
Missouri State University is supportive of the CPM initiative as it compliments the University's statewide public affairs mission. The CPM program also enhances Missouri State University's community engagement through a course that promotes leadership in the public sector.
National CPM Consortium New Member Handbook August 2015 47
Page 2 July 11, 2008
We understand the purpose of the National Certified Public Manager® Consortium and support the concept of a nationally accredited program. We commit to development of a CPM program that meets or exceeds the accreditation standards of the Consortium.
As an active member we will support the work of the Consortium by timely payment of Consortium dues and fees, attendance at scheduled meetings and participation on the Consortium Board of Directors and, as requested, as officers and committee members.
Sincerely,
.
Michael T. Nietzel President
cc: Jack Lemons Consortium Administrator National Certified Public Manager Consortium 2516 Wertherson Lane Raleigh, NC 27613-1700
National CPM Consortium New Member Handbook August 2015 48
ATTACHMENT #3: Sample Letter to Request INITIAL ACCREDITATION Review
[Date]
[name], Chair [address from web site]
Dear […]:
On behalf of the [state] Certified Public Manager® Program, this is to request an initial accreditation review in [year].
We currently have one class enrolled in our CPM program and want to have our accreditation review completed and presented to the Consortium Board of Directors at the [year] Annual Business Meeting.
We appreciate your consideration of our request.
Sincerely,
[name], Director [state] CPM Program
cc: Jack Lemons, Administrator [Mentor state] [other copies]
National CPM Consortium New Member Handbook August 2015 49
ATTACHMENT #4: Sample Letter to Request CONTINUING ACCREDITATION Review
February 20, 2002
Peter Gamache Bureau of Education and Training New Hampshire Division of Personnel State House Annex School St. Concord, NH 03301
Dear Pete,
The accreditation of the Wisconsin Certified Public Manager Program will expire in 2003. Please allow this letter to serve as a formal request for a continuing accreditation review of our program prior to that expiration.
We look forward to the determination of our continuing accreditation review committee at the 2002 Annual Meeting in New Jersey.
Sincerely,
Robbi Dreifuerst Associate Director Wisconsin Certified Public Manager Program
xc: Susan Paddock, Director
National CPM Consortium New Member Handbook August 2015 50
ATTACHMENT #5: Sample Letter to Mentor State
[Date]
[Program Director State etc.]
Dear --- ,
Thank you for volunteering to mentor [state/govt entity] as it works toward developing its CPM program.
Listed below are the expectations of the mentor program. If you foresee any difficulties fulfilling these responsibilities, please let me know.
. Make initial contact to talk with the new associate member. . Encourage and support the associate member in the process of program design and development . Have regular contact with the associate member . Know what resources are available and/or how to access information regarding resources
I have copied [director name], director of the [state/govt entity] Program so that s/he is aware of the type of support [she/he] can expect. Please contact [director name] at [phone/email] at your earliest convenience to discuss your mentoring goals.
[State/govt entity] is fortunate to have the benefit of your Consortium experience and knowledge as it moves forward. We look forward to [State/govt entity] becoming an accredited member of our organization and appreciate the time and effort you will give to assist them.
Sincerely,
[Consortium Chair]
xc: Associate member (mentee)
National CPM Consortium New Member Handbook August 2015 51