DOCSLIB.ORG

The Constitution of Seidman Supply Chain Management Association of Grand Valley State University Preamble

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Constitution of Seidman Supply Chain Management Association of Grand Valley State University Preamble The Constitution of Seidman Supply Chain Management Association of Grand Valley State University Preamble: We, the Seidman Supply Chain Management Association of Grand Valley State University are dedicated to educating students about the profession of Supply Chain Management. Article One: Name The name of this organization established by this constitution shall be Seidman Supply Chain Management Association of Grand Valley State University, and may be hereinafter referred to as SSCMA of GVSU. Article Two: Purpose The purpose of this organization shall be to combine the American Production and Inventory Control Society of Grand Valley State University and the Council of Supply Chain Management Professionals of Grand Valley State University into one organization called SSCMA. The purpose of this organization is to provide opportunities for students interested in supply chain management to communicate and learn from supply chain management professionals in order to improve their supply chain management knowledge. The organization will provide networking, learning, and career opportunities. Through professional events, such as guest speakers, lectures about current events, and member recruiting events, SSCMA of GVSU will also create awareness of the significance of supply chain management. Article Three: Membership Section One: General Assembly Membership 3.1.1 The membership of SSCMA of GVSU is determined based on the criteria outlined in the APICS of GVSU constitution, and the CSCMP of GSVU constitution. Section Two: Dues and Fees 3.2.1 There is no membership fee for SSCMA of GVSU members. Article Four: Executive Board Section One: Description 4.1.1 The Executive Board shall consist of six (6) core members: A. President of SSCMA B. Vice President of APICS C. Vice President of CSCMP D. Vice President of ISM E. Director of Marketing F. Director of Membership Additional positions on the Executive Board may include: G. Director of University Relations H. Treasurer/Secretary I. Director at Large J. Member at Large Article Five: Other Section One: Description 5.1.1 Sections not addressed in the SSCMA of GVSU constitution are addressed in the APICS of GVSU constitution and CSCMP of GVSU constitution. Article Six: Dissolution Section One: Dissolution 6.1.1 Upon the disbandment of the organization, the organization will split into APICS of GVSU and CSCMP of GVSU. The By-Laws of the American Production and Inventory Control Society of Grand Valley State University I. NAME AND AFFILIATION A. The name of this organization shall be the AMERICAN PRODUCTION AND INVENTORY CONTROL SOCIETY, GRAND VALLEY STATE UNIVERSITY CHAPTER. B. This chapter shall be affiliated with the National Organization known as the American Production and Inventory Control Society II. PURPOSES A. To foster and maintain high standards in the profession of resource management and to promote the recognition of this profession throughout industry. B. To provide opportunity for mutual exchange of problems and ideas in the areas of resource management. C. To provide opportunity, through educational programs, for the members to increase their knowledge of techniques and systems in their profession. D. Assist members and interested non-members in keeping abreast of the latest techniques and systems in the profession of resource management. III. MEMBERSHIP A. Qualifications 1. Membership shall be open to all persons who pay dues as outlined in Section IV. We encourage prospective members to show an interest in promoting the aims and purposes of the International Society and the GVSU Chapter. It is the policy of GVSU and APICS GVSU Chapter that no person on the basis of age, color, disability, familial status, height, marital status, national origin, political affiliation, race, religion, sex/gender, sexual orientation, gender identity and expression, veteran status, or weight shall be discriminated against. B. Classes of Membership 1. Membership shall consist of Student members. C. Individual Memberships 1. Student Member - A person attending full-time formal classes in resource management, or related subjects, and not regularly employed in the industry 2. Cost of an Individual Membership – Student Membership dues are set by the national organization. D. Election of Members 1. Application for all classes of chapter memberships, shall be made by completing the proper application form and submitting, with the correct dues, to the Membership Director of the student chapter. 2. When submitted directly to this Chapter, the application shall be directed to the Membership Director who shall endorse the application and make two copies, distributing one to the Chapter Secretary for update of the membership database and retaining one for future committee reference. 3. The original properly endorsed application and dues shall be forwarded to Society Headquarters. E. Transfer of Affiliation 1. Chapter affiliation of a member in good standing shall be transferred upon written request to Society Headquarters who shall promptly notify, in writing, both chapters involved. 2. Chapter dues of members who transfer shall remain with the chapter to which they were paid. F. Termination of Membership 1. A member may resign from the chapter at any time by signifying his intention in writing to the Membership Director. 2. All members who shall neglect or refuse to pay their dues within thirty (30) days after billing shall receive a Second Notice from the Executive Director (Society) declaring them delinquent. This status shall be indicated on the monthly chapter membership status report published by Society Headquarters. Thirty (30) days after such notification, members remaining delinquent shall be automatically dropped from membership. 3. The names of delinquent members shall be provided to the Membership Director for investigation of cause and recommendations for disposition. 4. The application for reinstatement by any member who has been dropped for non-payment of dues shall be considered in the same manner as the application from a new member. 5. The Board of Directors, by a simple majority vote, may excuse an individual member from payment of Chapter dues if, in their judgment, there is a good and sufficient reason. 6. The Board of Directors, by a two-thirds vote, may suspend for a definite or indefinite period or expel any member for just cause. This action shall not be taken until the member has been given ample opportunity to offer defense against the charges. The name of an expelled member shall be stricken from the membership roll. IV. DUES A. Society Society dues are assessed and collected as directed in Society by-laws, payable on the anniversary date of members. Notification of members coincides with their anniversary month and payment is required within thirty (30) days after billing. B. Society and Chapter dues shall be payable originally with the application for membership and thereafter on the anniversary date of membership. V. FISCAL YEAR A. The fiscal year of this Chapter shall be July 1 to June 30 the following year. VI. MEETINGS A. Regular meetings of the chapter shall be held on the second Thursday of each month whenever feasible, at a time and place determined by the Vice-President. B. Special meetings may be called by the President, by a majority of the Board of Directors, or by written petition of one-fourth of the members authorized to vote. C. Notice of all meetings shall be published to all members not less than one week before the date of the meeting. VII. GOVERNMENT A. The control and management of the affairs, property and funds of the Chapter shall be vested in the Board of Directors. B. All questions coming before this Chapter, its duly authorized governing bodies and committees shall be decided by a simple majority of the qualified votes cast within the particular body, unless otherwise specifically determined by these by- laws. C. Decisions made by the current Board of Directors are not binding on succeeding Boards unless the decision is made a permanent part of the by-laws per Article XV. VIII. BOARD OF DIRECTORS A. The Board of Directors shall consist of five (5) members, which includes: 1. Officers of the Chapter (Article X). B. Board members shall be elected annually. C. The Board of Directors shall have the supervision of all matters pertaining to Chapter activities and shall manage and conduct Chapter affairs in accordance with the by-laws. D. Regular meetings of the Board shall be held at such time and place as the Board may direct. E. Special meetings of the Board may be called by the President or by request of at least three members of the Board, stating the objectives of such a meeting. F. Each member of the Board shall have one vote only. G. A quorum of the Board of Directors shall consist of three (3) members, of which at least one is an officer. H. A membership on the Board of Directors may be suspended for just cause by two- thirds vote of the Board and shall have inactive status until given the opportunity to defend the offending action. IX. ELECTION OF MEMBERS FOR THE BOARD OF DIRECTORS A. The President shall appoint a Nominating Committee at least ninety (90) days prior to the May membership meeting with the Chairman selected from the Board of Directors B. The Nominating Committee shall submit a list of qualified consenting nominees for membership on the Board of Directors at the April chapter meeting. From this list, supplemented by nominations from the floor, the Nominating Committee shall prepare a ballot for distribution to qualified voting members prior to the May membership meeting. Election of Board Members must be completed by the May meeting. C. The election of members to the Board of Directors shall be by secret ballot under the supervision of a Chief Teller appointed by the chairman of the nominating committee. Two (2) Associate Tellers shall be appointed by the Chief Teller. Associate Tellers cannot be nominees or current board members.
Load more

Recommended publications
  • How Boards Drive Value in Family-Owned Businesses
    A Enduring Across Generations—How Boards Drive Value in Family-Owned Businesses ENDURING ACROSS GENERATIONS How Boards Drive Value in Family-Owned Businesses © 2015 | WomenCorporateDirectors. All materials, logos, etc., unless otherwise stated, are the property of WomenCorporateDirectors, Ltd. Copyright and other intellectual property laws protect these materials. Reproduction or retransmission of the materials, in whole or in part, in any manner, without the prior written consent of the copyright holder, is a violation of copyright law. Contact information for requests for permission to reproduce or distribute materials: [email protected]. © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 310255 TABLE OF CONTENTS Introduction 1 Chapter 1 – The Benefits of Governance 2 Chapter 2 – The Three Enablers: Clarity, Culture, Communication 3 Chapter 3 – Building a Strong Board 8 Chapter 4 – Keys to an Effective Family Business Board 13 Chapter 5 – Cultivating and Motivating Talent 19 Conclusion 23 WCD Thought Leadership Council 25 2015 WCD Thought Leadership Commissioners 26 Unless otherwise designated, all persons quoted in this report are WCD Thought Leadership Council Members or Commissioners. A full list of Council Members and Commissioners appears on pages 25 – 28. © 2015 | WomenCorporateDirectors. All materials, logos, etc., unless otherwise stated, are the property of WomenCorporateDirectors, Ltd. Copyright and other intellectual property laws protect these materials. Reproduction or retransmission of the materials, in whole or in part, in any manner, without the prior written consent of the copyright holder, is a violation of copyright law.
    [Show full text]
  • Basic Responsibilities of the Co-Op Board of Directors
    OVERVIEW BASIC RESPONSIBILITIES OF THE CO-OP BOARD OF DIRECTORS At start-up co-ops develop documents that spell out how the organization will operate. The corporate code often sets legal parameters for the co-op. The Articles of Incorporation contain the purpose of the co-op and its legal definitions. This document is filed with the Secretary of State. The Bylaws include the over-arching rules of the co- ops such as when where and how decisions will be made. The Board of Directors is the legal entity responsible for directing the affairs of the corporation. Every corporation MUST have a board. If a co-op operates as a collective then technically all members are on the Board. The Board must follow the rules set out in the Corporate Code, the Articles of Incorporation, and the Bylaws. Bylaw changes usually require a full membership vote to change. The members of the cooperative elect the Board.1 Three legal charges for Boards are fiduciary duty, duty of loyalty and duty of care. As trustees of the cooperative, board members have a special relationship to the cooperative to make business decisions focused only on what benefits the cooperative and all of its members. Decisions must be based on careful consideration of the issues. The fundamental legal standard for board members is to act in good faith, in a manner they believe to be in the best interests of the cooperative, and with such care, including reasonable inquiry, as an ordinary prudent person in a like position would use under similar circumstances.
    [Show full text]
  • The Circle of Responsibilities for Co-Op Boards
    The Circle of Responsibilities for Co-op Boards REPRINT Management Tip Series By James Baarda Foreword All boards of directors are under increasing pressure to perform well and justify their decisions. Cooperative boards are no exception. But increasing scrutiny of director behavior is not always accompanied by better information about exactly what directors are supposed to do and how they are to perform their many duties. The series of articles reprinted here originally appeared during 2002 as Management Tip articles in three issues of USDA’s "Rural Cooperatives" magazine. These articles lay out fundamental guidelines for cooperative directors. Along with practical guides, the articles explain underlying principles and give suggestions for specific actions cooperative boards and directors can take to improve their service to cooperatives. Cooperative members can use this well-received series to assess board and individual director performance and make informed choices about directors. Directors can apply the information to carry out the full range of their responsibilities with the assurance that they are satisfying the high standards of conduct required of them. The U.S. Department of Agriculture (USDA) prohibits discrimination in all its programs and activities on the basis of race, color, national origin, gender, religion, age, disability, political beliefs, sexual orientation, and marital or family status. (Not all prohibited bases apply to all programs.) Persons with disabilities who require alternative means for communication of program information (braille, large print, audiotape, etc.) should contact USDA’s TARGET Center at (202) 720-2600 (voice and TDD). To file a complaint of discrimination, write USDA, Director, Office of Civil Rights, Room 326-W, Whitten Building, 14th and Independence Avenue, SW, Washington, D.C.
    [Show full text]
  • Corporate Governance of Company Groups: International and Latin American Experience
    Corporate Governance of Company Groups: International and Latin American Experience Preliminary version for comment. Hosted by : Please send written comments to [email protected] by 5 December, 2014 Latin American Roundtable Task Force on Corporate Governance of Company Groups 17 November, 2014 Hotel Hilton Bogotá, CARRERA 7 NO. 72-41, BOGOTA, 00000, COLOMBIA http://www.oecd.org/daf/ca/latinamericanroundtableoncorporategovernance.htm With funding support of: TABLE OF CONTENTS International and Latin American Overview ............................................................................. 3 1. Introduction............................................................................................................................ 3 2. Economic Rationale for Corporate Groups and the Role of Corporate Governance ............. 4 3. International Work on Corporate Governance of Groups ...................................................... 8 4. Economic Relevance of Company Groups in LatAm .......................................................... 12 5. What is an Economic Group in LatAm? .............................................................................. 12 6. Structure of the Regulatory and Supervisory Framework ................................................... 13 7. Protection of Minority Shareholder Rights .......................................................................... 14 8. Economic Groups and Conflicts of Interest ......................................................................... 15 9. Multinational
    [Show full text]
  • Hands on Board: the Board of Volunteers in an All-Volunteer
    All Hands on Board The Board of Directors in an All-Volunteer Organization By Jan Masaoka BOARDSOURCE E-BOOK SERIES BOARDSOURCE E-BOOK SERIES Volunteerism is an enormous economic force, yet it is never mentioned in business school or in economics departments. — Charles Hoadley, former Chief Economist, Bank of America WHAT IS AN “ALL-VOLUNTEER ORGANIZATION”? If you are reading this handbook, you are part of a huge economic force — that of the all-volunteer organization (AVO). Among other tasks, members of AVOs clean up beaches, care for the dying, coach basketball teams, advocate for gun control, rescue abused animals, raise their voices in song, publish literary journals, raise scholarship funds, preserve local history, serve as volunteer fire departments, exchange heirloom seeds, host visitors from foreign countries, help people conquer alcoholism, change public perception about the disabled, and help adoptees and birth parents find each other. They make our communities, however defined, work better. That these and countless other services are provided by volunteers and not by paid staff of a nonprofit, business, or government agency would come as a surprise to many. In fact, those of us in all-volunteer organizations often don’t even think of ourselves as the important economic and social force that we are. A WORD ON TERMINOLOGY When we use the term “all-volunteer organization (AVO),” we mean a nonprofit organi- zation in which volunteers manage the organization and do most or all of the work. Some soccer leagues pay referees for Saturday games, some historic preservation societies pay gardeners, and some PTAs pay after-school art teachers.
    [Show full text]
  • Board of Directors' Partnership Agreement
    Board of Directors’ Partnership Agreement Boards work as a team and each member of the team contributes to helping make the organization effective. Each board member is expected to be an active participant in the Fresno State Alumni Association (FSAA) to ensure that it fulfills its mission in support of the Fresno State. This agreement outlines the expectations of all FSAA Board members. Alumni Association Director Responsibilities: • Be an Ambassador for the Association and promote our primary principles of engagement, recognition and scholarships • Be informed of the FSAA’s mission, services, policies and programs • Be a donor of the FSAA at the Life level or greater (lifetime commitment of $1,000+) • Make an annual gift to the FSAA (any amount, made between July 1 st and June 30 th ) • Purchase or sell an entire table at the annual FSAA Top Dog Alumni Awards Gala recognition event (annual commitment of $1,250) • Utilize the FSAA’s online resources - Board Effect, FresnoStateAlumni.com and social media sites • Serve on one or more FSAA committees • Contribute to the development and successful implementation of the FSAA strategic plan • Collaborate with other board members in the best interest of the FSAA and Fresno State • Attend board and assigned FSAA committee meetings • Attend and support the following FSAA special events: • Top Dog Alumni Awards Gala • Recognition events • Student engagement events and activities • Annual Board of Directors Dinner • Other Board events designated by the Executive Committee Association staff will: • Provide timely information and support to assist the Directors in accomplishing their tasks. • Provide linkages to campus units.
    [Show full text]
  • The Board of Directors
    Welcome to the Board of Directors An Orientation Manual for Directors Revised April 2017 Table of Contents Introduction 1. Fiduciary Responsibilities of a Board Member 2. Fundraising 3. Board’s Responsibility for Financial Oversight 4. Strategic Planning 5. Overseeing the Performance and Compensation of Management 6. Risk Management and Directors’ and Officers’ Insurance 7. Board Evaluation Conclusion 1 Revised April 2017 Introduction Welcome to the Board of Directors. We appreciate your willingness to serve. Our Organization fills an important need in our community, and we believe that you will find serving on the Board a rich and rewarding experience. As a director, you and your fellow board members are responsible for overseeing the Organization’s operations, while maintaining our commitment to its mission. This involves establishing our strategic direction, ensuring our compliance with all applicable legal requirements, and keeping our Organization financially healthy. This manual will help you understand your rights and responsibilities as a director so that you can effectively carry out these duties. We encourage you to refer to it whenever you have questions about your Board service. Over the past several years, many groups and organizations have placed a great emphasis on nonprofit governance. Watchdog groups such as the Better Business Bureau’s Wise Giving Alliance and Charity Navigator regularly rate charities based in large part on the organization’s governance structure. The IRS Form 990, the reporting form that most charities must file with the IRS on an annual basis, asks for detailed information about every nonprofit organization’s governance practices and policies. Donors, foundations and the press have also placed a greater emphasis on nonprofit governance.
    [Show full text]
  • Roles & Responsibilities Board of Directors
    SIA BUSINESS PROPRIETARY ROLES & RESPONSIBILITIES BOARD OF DIRECTORS, BUSINESS MANAGER AND ADVISORS MISSION STATEMENT To educate the international trade community by providing a forum for the exchange of information on the export and import process. BACKGROUND & PURPOSE The Society for International Affairs, Inc. (SIA) is a volunteer, non-profit, educational organization that was jointly formed in 1967 by US Government and Industry. SIA provides a forum for the exchange of information related to export and import licensing. SIA interests cover the entire spectrum of export and import licensing issues pertaining to the Departments of Commerce, Defense, State, Justice, Treasury, Homeland Security and others, as appropriate. ACTIVITIES Conferences are presented on a regular basis to educate and instruct the international trade community on all aspects of defense and commercial exports and technology transfers. Business luncheon meetings, Webinars and/or Teleconferences are held periodically and feature guest speakers who address regulatory and policy issues affecting exporting and importing. Workshops are included with luncheons whenever possible to address topics or issues in greater depth to foster discussion or focus. MEMBERSHIP Membership is comprised of individuals from Industry, US Government, Academia and Foreign Embassies. SIA maintains three (3) Categories of Membership, which are outlined in the organization’s Bylaws. The categories consist of Industry, Student and Government. Rev. 1/18 Page 1 SIA BUSINESS PROPRIETARY BOARD OF DIRECTORS SIA has a Board of Directors elected from the Membership. The Board manages and controls the property, business, and affairs of the Society. A list and contact information for the current Board of Directors can be found in Annex A.
    [Show full text]
  • Board of Directors
    Annual Review 2013 Board of Directors Dennis A. Ausiello, M.D. W. Don Cornwell Frances D. Fergusson, Ph.D Director, Center for Founder and Retired President Emeritus Assessment Technology and Chairman and CEO Vasser College Continuous Health (CATCH). Granite Broadcasting (2,4,5) Physician-in-Chief, Corporation Emeritus at Massachusetts (1,2,4,5) General Hospital (1,3,4,5) Helen H. Hobbs, M.D. Constance J. Horner James M. Kilts Investigator Former Assistant to Founding Partner Howard Hughes the President of the Centerview Capital Medical Institute United States and Director (2,5) (3,4,5) of Presidential Personnel (3,4,5) George A. Lorch Shantanu Narayen Suzanne Nora Johnson Chairman Emeritus President and Chief Executive Retired Vice Chairman Armstrong Holdings, Inc. Offi cer and Director of The Goldman Sachs (6) Adobe Systems Inc. Group, Inc. (3,5) (1,2,5) Ian C. Read Stephen W. Sanger Marc Tessier-Lavigne, Ph.D. Chairman and CEO Retired Chairman and CEO President General Mills Rockefeller University (1,3,5) (4,5) (1) Audit Committee (2) Compensation Committee (3) Corporate Governance Committee (4) Regulatory and Compliance Committee (5) Science and Technology Committee (6) Lead Independent Director Pfi zer Annual Review 2013 www.pfi zer.com/annual Our Business > Board of Directors 1 Annual Review 2013 Executive Leadership Team Ian C. Read Albert Bourla Frank A. D’Amelio Chairman and CEO Group President, Executive Vice President, Global Vaccines, Business Operations and Oncology and Consumer Chief Financial Offi cer Healthcare Business Mikael Dolsten, M.D. Ph.D. Geno Germano Chuck Hill President, Group President, Executive Vice President, Worldwide Research Global Innovative Worldwide and Development Pharma Business Human Resources Rady Johnson Doug Lankler Freda C.
    [Show full text]
  • The Role of the Board of Directors in Corporate Governance Article by Mary Kelly FCCA, Examiner in Professional 1 Corporate Governance
    The Role of the Board of Directors in Corporate Governance Article by Mary Kelly FCCA, Examiner in Professional 1 Corporate Governance. The board of directors are the link between those who provide the capital, and who have the most to lose, and those who are employed in order to manage and create value for the investors. The corporate governance code is a market based approach with shareholder primacy which enables the board of directors to act in a flexible and responsible manner in exercising its responsibilities. A board’s responsibilities will include determining the long term aims of the company, providing leadership to achieve these aims, establishing a supervisory process to ensure that the management of the business is effective and also to report to shareholders on its performance to date. Directors must think comprehensively about their overall tasks and consider the skills and requirements of each individual member. Key to the success of the organisation will be the leadership provided by the chairman of the board with support from the Chief Executive Officer. There should be a clear division of responsibilities at the head of the organisation between the running of the board and the executive responsibility for the activities of the company's business. The board of directors is charged with developing the corporate goals and strategy and designing the implementation process in order to address any problems the company may have in growing in a competitive environment. The effectiveness with which board of directors discharge their responsibilities will determine the company's competitive position. They must be able to drive their companies’ strategy forward but they must do so within a framework of effective accountability and transparency, not just to shareholders but to all stakeholders.
    [Show full text]
  • Ten Basic Responsibilities of Nonprofit Boards
    Ten Basic Responsibilities of Nonprofit Boards The National Center for Nonprofit Boards has issued a paper on “Ten Basic Responsibilities of Nonprofit Boards” to clarify the roles and responsibilities of the board as a corporate or collective entity and to summarize individual board members’ responsibilities. In addition, five assumptions are listed at the end of this arrticle to reduce the many questions surrounding effective board leadership. The ten board responsibilities which follow, along with the individual board member’s responsibilities, strive to set criteria by which boards may periodically review their performance and ensure a measure of accountability. 1. Determine the Organization’s Mission and Purpose The board’s fundamental responsibility is to satisfy itself that everyone connected directly or indirectly with the organization understands its reasons for existing. This usually takes the form of a written mission statement. In addition to ensuring that the organization has a modern statement of what it is, represents, and does, the board should periodically review the statement’s adequacy, accuracy, and viability. A widely distributed statement of mission and purpose should clearly express the organization’s goals, means, and primary constituents served. Further, it should explain what makes the organization distinctive and special and present a compelling reason for individuals, foundations and corporations to support it financially. An adequate statement of mission and purpose should serve as a guide to organizational planning, board and staff decision-making, volunteer initiatives, and setting priorities among competing demands for scarce resources. It sets the state for developing fund raising strategies and strategic planning as well as the board’s many other responsibilities.
    [Show full text]
  • American Institute of Cpas/Public Accounting Board of Directors
    American Institute of CPAs/Public Accounting Board of Directors Public Accounting Professional Unit and AICPA Board of Directors Minutes of Meeting: Wednesday, November 29, 2017 Contents (by Topic) Attendance ....................................................................................................................................................................................... 2 Chairman's Report ............................................................................................................................................................................ 3 Future CPA Pathways ........................................................................................................................................................................ 5 IASB as Standard Setter Under the Compliance with Standard Rules .............................................................................................. 4 Tax/PFP Strategy Update: Report from AICPA Council & Next Steps ............................................................................................... 5 Page | 1 Association of International Certified Professional Accountants Public Accounting Professional Unit and AICPA Board of Directors Minutes of Meeting: Wednesday, November 29, 2017 A meeting of the Public Accounting Professional Unit Board of Directors was held on Wednesday, November 29, 2017 in London, England. The meeting convened at 9:00am GMT. Attendance The following Board members were present: Anita Baker Mark Begich Tom Broderick Paul Curth
    [Show full text]