NORTH ALABAMA BOATERS ASSOCIATION

 

STANDARD OPERATING GUIDELINES

 

October 10, 2002

 

 

 

 

Table of Contents

 

 

 

 

 

 

 

MEMBERSHIP AND DUES

 

 

FINANCIAL MANAGEMENT AND RECORD KEEPING

 

 

EXECUTIVE COMMITTEE

 

 

 

 

 

MEMBERSHIP AND DUES:

 

Regular Membership and Associate Membership dues shall be $30.00 annually.

 

An assessment notification must be sent to the general membership at least seven (7) calendar days before the Association thereon can take action.  Notice will include the purpose of assessment, and the time and place for a meeting where discussion and vote will take place.  A quorum vote of the general members shall be necessary for adoption.  The manner of assessment payment by the membership will be presented at the meeting.

 

All regular and associate members shall pay annual dues, which shall be payable on or before 1 October for the year, 1 October through 30 September.  New members joining after 1 July will be considered paid through 1 October of that calendar year.

 

Members indebted to the Association for a period of thirty (30) calendar days shall be considered delinquent and the member may no longer participate in Association activities or vote.  Members indebted to the Association after sixty (60) calendar days, with written notification to the Member’s last know address, shall have their membership terminated in accordance with the Robert’s Rules of Order Revised.  Reinstatement of a member shall be at the discretion of the Executive Committee upon payment of the dues set by the Association.

 

 

Member Classifications:

 

Regular Members

In order to qualify for Regular Membership, the applicant must be age 21 or older and have a sincere interest in boating.  Application for membership will include the submission of the Association’s registration form and the payment of the annual membership dues.

 

Associate Members

Associate Members are vendors and commercial representatives who provide financial support, equipment, promotional items, or other services.  Application for membership will include the submission of the Association’s registration form and the payment of the annual membership dues.  The Executive Committee will review all applications and shall have the authority to accept or reject all Associate Member applications.  Associate members shall not be eligible to hold elective office.

 

Honorary Members

The Executive Committee may nominate individuals who, in their opinion, have contributed in a valued way to the furthering of the purpose of the Association.  Honorary Membership shall be approved by a quorum vote of the membership as defined in Article V, Section 3.  Honorary members shall not be eligible to hold elective office or be required to pay dues.

 

NABA Financial Management and Record Keeping

Mailing Address

The mailing address for NABA will be P.O. Box 14291, Huntsville, Alabama 35815.

Cash Receipts

The Treasurer shall deposit all monies received in the name of NABA into the general operating account. A daily Cash Receipts Journal shall be maintained that identifies the payer, date received and source of the income (dues, pamphlets, conference etc.) If the Treasurer receives monies with no clear purpose attached (invoice statement or purchase order) it is the responsibility of the Treasurer to identify such receipts immediately for proper accounting purposes. A copy of all checks received is to be maintained in the NABA files.

A fee of $25 will be charged for any returned check.

The current accepted methods of payment are: personal check, company check, money order or certified check.

The Treasurer shall distribute a monthly Cash Receipts Journal to the Executive Committee within 10 days after the end of the month assuming that the Bank Statement has been received and reconciled.

Cash Disbursements

The Treasurer shall receive all original purchase invoices for payment. The original invoice is to be maintained in the NABA files as supporting documents. All invoices are to be paid in a timely manner, taking advantage of any discounts or early payments that are offered, assuming that there is money in the account to cover such early payments.

All checks generated by the Treasurer shall have his signature and the signature of one additional Executive Committee member. Each check is to be accompanied by a copy of the invoice or other supporting document.

In the event that the Treasurer is unavailable to sign the checks in a timely manner, the checks with supporting documents are to be forwarded to one of the other signers on the account. NABA shall always have a minimum of two authorized signers on every account.

The Treasurer shall maintain a daily Cash Disbursement Journal. It shall identify the Payee, detail of the purchase and the date and amount of the NABA check issued.

As with the Cash Receipts Journal, the Treasurer shall distribute a monthly copy of the Cash Disbursement Journal to the Executive Committee within ten days after the end of the month assuming that the Bank Statement has been received and reconciled.

 

 

Purchase Orders

NABA is to develop a policy for the ability to make purchases. This could include a purchase order system. It is to be documented what dollar amount may be ordered by a Executive Committee member in the name of NABA without prior, formal Executive Committee approval. NABA shall only be responsible for those monies properly allocated under this system or by Majority Executive Committee approval.

The Treasurer or an Executive Committee member under these guidelines shall only incur expenses in the name of NABA.

Bank Statement Reconciliation

The Treasurer shall maintain the bank account. The Bank Statement shall be mailed to the Post Office Box.  The bank statement is to be reconciled by the Treasurer upon receipt in order to maintain correct account balances at all times. A copy of the original statement with reconciled bank statement shall be forwarded to the Executive Committee for review and approval.

General Accounting. The general profit center will be for the normal accounting of revenues generated by membership dues, offset by the administrative and general operating expenses.

Chart of Accounts

The current NABA Chart of Accounts shall be expanded to more clearly define and detail expense and income descriptions and to enable separate profit centers to be constructed. The Treasurer shall expand the Chart of Accounts on an as needed basis or at the direction of the Executive Committee.

Monthly Financial Reporting

The Treasurer shall keep the Executive Committee advised of the financial condition of the association through monthly financial reports. In addition to the reports already addressed such as the bank reconciliation, cash receipts journal and cash disbursements journal several other reports shall be prepared by the Treasurer on a monthly basis. The Treasurer shall report the monthly financial status of NABA to the Executive Committee in a timely manner.

Profit & Loss Statements

The Treasurer shall generate profit and loss statements on a monthly basis. This profit and loss statement shall be reported by profit center and in totality. The format for all reporting shall show monthly actual and budgeted, and year-to-date actual and budgeted, and year to date variance figures.

 

Other Financial Reports. The Treasurer shall also prepare a Balance Sheet and a Cash Flow Statement. The Executive Committee may request from the Treasurer any other interim financial report or detail necessary to conduct it’s business.

All financial statements are to be prepared by the Treasurer and submitted to the Executive Committee by the tenth day after the end of the month. The Executive Committee shall independently review and approve these reports. Once the Treasurer has secured the approval of the Executive Committee he shall present the financial standing of NABA to the membership

Miscellaneous The Treasurer shall not be responsible for the accuracy of any accounting or financial information dated prior to the commencement date of service to NABA. The Treasurer shall be responsible for the accurate and timely accounting of all transactions recorded during its contracted service as Management and Financial Treasurer to NABA.

The Treasurer shall have a working knowledge of the Association’s By-Laws and other governing documents.

The Treasurer shall cooperate with an audit committee or accountant doing an audit or review of the association’s financial records.

NABA Executive Committee Duties

Administration:
- Responsible for general operations, action lists, deadlines and critical paths
- Correspondence distribution, database management, and liaison efforts

Executive Committee Meeting Management:
- Coordination, accommodations, notification, and timely distribution of a prepared packet of pertinent information and agenda.
- Orientation for new Executive Committee members.
- Available to attend if needed.


Member and Public Services
- Answer and/or assure responses to NABA.
- Assure timely publication and assist in the procurement, deployment and production of Newsletters.
- Educational information, chapter relations, and aid member recruitment.

Assurance of Accountability :
Methods may include:
- At minimum, weekly contact with Commodore or Executive Committee
- Log of activities.
- Documentation of situations. Keep a file on each member.
- Joint review every 6 months.

Reimbursements:
Additional expenses to be covered include:  Powers are granted to commit monies for printing and other tasks yet the amount of any allowable expense is to be approved prior to commencing work on a given project.


General Statement for all paid professional services:
It must be clear that NABA operations are directed by volunteer members. Professional services contracted for NABA are especially important in regards to facilitating the efforts of these volunteers. Volunteers are often consumed with their own professional lives and therefore require additional assistance to keep efforts on track and on schedule.

It must be clear that NABA operations are also directed by a democratic Executive Committee of volunteers. Certain decisions require the consensus of volunteers while others may have been delegated to a committee or Executive Committee member. Clarity regarding the democratic structure is important for maintaining effective service.

A professional relationship is a high priority. Clarity regarding payment for services and resulting expectations of services rendered is a high priority in maintaining a professional relationship. Furthermore, consistent communication assures against misunderstandings.