A Division of the American Counseling Association
305 N. Beech Circle
Broken Arrow, OK 74012
Phone: (918) 663-7060; Fax: (918) 663-7058
www.ncda.org

POLICY AND PROCEDURES MANUAL
2023-24(Revised September 2023)

NCDA opposes discrimination against any individual based on age, culture, disability, ethnicity, race,
religion/spirituality, creed, gender, gender identity and expression, sexual orientation, marital/partnership status,
language preference, socioeconomic status, or any other personal characteristic not specifically relevant to job
performance.

TABLE OF CONTENTS
I. Introductory Material .............................................................................................................................................. 3
II. Governance Organization. ..................................................................................................................................... 8III. Governance Operation ....................................................................................................................................... 15
IV. Membership Categories ..................................................................................................................................... 24
V. Planning and Operation ....................................................................................................................................... 25
VI. Nominations and Elections Procedures.............................................................................................................. 27
VII. ACA Convention .............................................................................................................................................. 31
VIII. NCDA’s Annual Conference & Other Conferences........................................................................................ 31
IX. Advertising ....................................................................................................................................................... 33
X. NCDA Awards .................................................................................................................................................... 33
XI. Standing Committees, Special Councils, and Academies .................................................................................. 35
XII. Continuing Education ....................................................................................................................................... 42
XIII. Endorsements .................................................................................................................................................. 42
APPENDICES ........................................................................................................................................................ 42
APPENDIX A: Annual Plan for Committees and Special Ad Hoc Committees ..................................................... 44
APPENDIX B: Guidelines for Cooperating Organizations for NCDA Conference ................................................ 46
APPENDIX C: Guidelines for NCDA-Sponsored Professional Development Institutes ........................................ 47
APPENDIX C-2: Guidelines for NCDA-Sponsored Webinars ............................................................................... 49
APPENDIX D: Annual Meeting Report Format ...................................................................................................... 50
APPENDIX E: Publications Policies ....................................................................................................................... 51
APPENDIX F: Drug Free Policy ............................................................................................................................ 54
APPENDIX G: Partnership Evaluation Checklist ................................................................................................... 55
APPENDIX H: Credentialing Commission Policies ................................................................................................ 57
APPENDIX I: Conflict of Interest Form .................................................................................................................. 63
APPENDIX J: Organizational Membership Policies ............................................................................................... 65
APPENDIX K: Privacy Statement ........................................................................................................................... 66
APPENDIX L: Current Events Policy ..................................................................................................................... 67
APPENDIX M: Electronic Communications Procedures ........................................................................................ 70

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I. INTRODUCTORY MATERIAL
Preface
The NCDA Policy and Procedures Guidelines is designed to direct and assist board members and chairpersons of committees to plan,
implement, and evaluate the roles and functions of their respective assignments. Due to the continuous changes that affect this document, arevised copy will be posted to the NCDA website.
The content is drawn from three sources: (1) bylaws provisions; (2) Association policy adopted by the board of directors; and (3) informal
operating procedures. These guidelines are not intended to discourage persons from using their individual prerogatives and operating styles
in their service to NCDA and its members, but only to clarify the policy and procedures by which to deal with the sequence of events
requiring their attention throughout the year. The calendar notations provided in each instance are intended to alert the person to the leadtime required for successful accomplishment of various tasks.

Mission and Purpose
The National Career Development Association (NCDA) provides professional development, publications, standards, and advocacy topractitioners and educators who inspire and empower individuals to achieve their career and life goals. (Updated 2014)
Historically, the purpose of NCDA has always been to promote career development of all people over the life span. NCDA is a founding
division of the American Counseling Association.

Nondiscrimination Policy
NCDA opposes discrimination against any individual based on age, culture, disability, ethnicity, race, religion/spirituality, creed,gender, gender identity and expression, sexual orientation, marital/partnership status, language preference, socioeconomic status,or any other personal characteristic not specifically relevant to job performance.

Diversity Statement
NCDA acknowledges the worth, dignity, potential, and uniqueness of everyone by honoring diversity and promoting social justice.
NCDA views diversity from an intersectional perspective, acknowledging the ways in which identities operate within systems of
power, privilege, and oppression. NCDA strives to be a diverse organization in its membership and leadership.

NCDA Training Programs
NCDA supports career development training programs, managed by NCDA’s Training and Education Council (TEC) to professionalize thecareer development field. NCDA’s TEC supports: 1) the delivery of Instructor and Master Trainer Training; 2) the updates and distributionof training Curriculum and other related materials; and 3) maintenance of a registry of qualified Instructors and Master Trainers for eachtraining program. The training programs include: Facilitating Career Development curriculum, first copyrighted by NCDA in 2000 and wasmost recently revised in 2023. This is the major curriculum used to train career services providers. Completers are eligible for the Certified
Career Services Provider (CCSP) upon successful completion.
In addition, NCDA also promotes efforts to support the School Career Development Advisor (SCDA) and associated NCDA trademarked
Certified School Career Development Advisor (CSCDA) credential, as well as the Career Practitioner Supervision (CPS) and associated
NCDA trademarked Certified Clinical Supervisor for Career Counseling (CCSCC) credential. The Offender Workforce Development
Specialist (OWDS) Training Program is a corrections “adaptation” of the FCD Training Program, provided to those in the corrections
system responsible for offender reentry in the workforce. Those completers are eligible for the CCSP.

NCDA Policy Statements
NCDA has long been active in developing policy statements to guide consumers of career services, career providers, publishers
and developers, policy makers, and others. These policy statements may be reproduced and used without prior approval from3

NCDA if the user includes the following statement: “This statement was developed by the National Career Development
Association, 305 N. Beech Circle, Broken Arrow, OK 74012.” They may be accessed on our website at http://www.ncda.org.
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Career Counselor Assessment and Evaluation Competencies (NCDA-ACES) - The purpose of these competencies is toprovide a description of the knowledge and skills that career counselors must demonstrate in the areas of assessment andevaluation. Because effectiveness in assessment and evaluation is critical to effective career counseling, these competencies are
critical for career counselor practice and service to students, clients, and other customers.
Career Development Policy Statement – Includes definition of career development with basic considerations for grades
K-6, grades 7-9, grades 10-12, and adults.
Consumer Guidelines for Selecting a Career Counselor – Help consumers of career counseling understand and selectcareer services.
Diversity and Non-Discrimination Clauses – Includes NCDA’s position to encourage worth and potential of all people.
Ethical Standards – Standards of practice including general, counseling relationship, measurement and evaluation,
research and publication, consulting, private practices, and procedures for processing ethical complaints.
Ethical Use of Social Networking Technologies in Career Services - This paper shares the results of the NCDA Ethics
Committee’s comprehensive review of literature about the use of social networking technologies in practice by career
professionals and those in related helping professions.
Multicultural Career Counseling Competencies – Minimum competencies for those professional career counselors at
or above the master’s degree level of education.
National Career Development Guidelines (NCDG) - developed by the America’s Career Resource Network, throughfunding from the US Department of Education, Office of Vocational and Adult Education. The US DOE granted NCDA
the rights to the NCDG in 2012.

Process of Career Development
Career development is a continuous life process through which individuals explore activities, make decisions, and assume a variety of roles.
Careers are formulated by the continuous evaluation of personal goals and the perception, assessment, and decisions regarding opportunities
to achieve those goals. Career development occurs as educational and vocational pursuits interact with personal goals. It continues overthe life span.

Career Development as a Part of Human Development
As with other normal aspects of human development, career development is not totally dependent upon external forces or programs.
Rather, it reflects a personal growth pattern that, in some respects, differs for each individual. However, there are certain common
development patterns of growth and career sequence.
Certain basic principles regarding human development apply whether one speaks about physical, emotional, intellectual, social, spiritual or
career development. At least seven development dimensions are important in the design and implementation of programs for careerdevelopment:
1. Development occurs during the lifetime of an individual. It can be described in maturational forms denoting progression
through life stages and the mastery of developmental tasks at each stage.
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Individual development is influenced by both heredity and environment. Psychological, sociological, educational
political, economic, spiritual and physical factors affect development. Appropriate intervention strategies that focus uponthese factors can influence the quality of individual development.

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Development is a continuous process. Individual development can be best facilitated by intervention strategies that begin
in the early years and are available throughout life. Programs designed to impact only at certain points or on certain
aspects of the individual’s life have limited effectiveness.

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Although development is continuous, certain aspects are dominant at various periods in the life span. Programs designed
to facilitate career development should account for the dominant aspects at given stages.

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Individual development involves a progressive differentiation and integration of the person’s self and his/her perceived
world. Intervention strategies need to be designed to assist individuals during normal maturational stages of careerdevelopment in addition to providing remedial assistance to individuals whose development has been damaged.

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While common developmental stages can be observed and described during childhood and adult life, individual
differences in progressing through these stages can be expected. Intervention programs should provide for thesedifferences, making no assumption that something is “wrong” with those who progress at atypical rates.

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Excessive deprivation with respect to any single aspect of human development can delay optimal development in otherareas. Optimal human development programs are comprehensive in nature, not limited to any single objective. It is
recognized that those who suffer from deprivation may require special and intensive assistance. Where deprivation islong term, short-term intervention is not likely to be sufficient.

These principles provide the foundation for building a career guidance program that will have constructive, educational, and beneficial
influence in increasing human potential and providing the means for its development and expression.

The Nature of Career Development(Adapted from joint position paper of NCDA and the Association for Career and Technical Education)
The nature of guidance for career development cannot be viewed as a static, tradition-based set of related services that assist individuals inmaking single occupational choices. The content of any career guidance program must be developed from initial assessment of the present
and future career development needs of the individual; it must also account for impinging environmental factors that could affect thedevelopment and fulfillment of career expectations. Career guidance content can be organized in many ways to facilitate individual
development. Whatever its form, the program should encourage individuals to assume responsibility for their own career development.
A career guidance program assists the individual to assimilate and integrate knowledge, experience and appreciations related to:
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Self-understanding, which includes a person’s relationship to his or her own characteristics and perceptions, and to others
and the environment.
Understanding of the work society and technological, social, political, and economic factors that affect its constantchange, including workers attitudes and discipline.
Awareness of the part leisure time may play in a person’s life.
Understanding of the information and skills necessary to achieve self-fulfillment in work and leisure.
Understanding of the necessity for and the multitude of factors to be considered in career planning.

An illumination of these content areas may include career guidance experiences to ensure that individuals:
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Gather the kinds of data necessary to make rational career decisions.
Understand the necessary considerations for making choices and accept responsibility for the decisions that are made.
Explore the possible rewards and satisfactions associated with each career choice considered.
Develop through work the attitudes that they are contributors to life and community.
Determine success and failure probabilities in any occupational options.
Show an understanding of the varied attitudes toward work and workers held by themselves and by others.
Recognize how workers can bring dignity to their work.
Consider the possible and even predictable value changes in society, which could affect a person’s life.
Understand the important role of interpersonal and basic employment skills in occupational success.
Clarify the different values and attitudes individuals may hold and the possible effects these may have on decisions andchoices.
Understand that career development is lifelong, based on a sequential series of educational and occupational choices.
Determine the possible personal risk, cost, and other related consequences of each career decision and be willing toassume responsibility for each consequence.
Systematically analyze school and non-school experiences as they plan and make career-related decisions.
Explore the worker characteristics and work skills necessary to achieve success in occupational areas under consideration.
Identify and use a wide variety of resources in the school and community to maximize career development potential.

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Know and understand the entrance, transition, and decision points in education and the problems of adjustment that mightoccur in relation to these points.
Obtain necessary employability skills and use available placement services to gain satisfactory entry into employment inline with occupational aspiration and competencies.

Research
Identifying and Support Career Research
Career counseling, guidance, education, and development advocates, including NCDA, need to build adequate empirical research evidence
to support career development and intervention program efforts. The following list is suggestive of the types of research needs thatcurrently exist:
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Longitudinal studies examining effects of particular career development and intervention activities on careerdevelopment of all populations including the career and academic development of K-12 students.
Research concerning the influence of work and educational environments on the career development ofstudents.
Studies on the effects of environmental change on the coping and adjustment of workers.
Research to validate career development theories and interventions.

NCDA should attempt to accomplish the following research objectives:
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Identify the scope of research—long-term and short-term—that needs to be conducted in the area of career
counseling, development, guidance, education, and intervention.
Determine appropriate studies that will meet policy decision needs while building on previous work andproviding quality research as a basis for relevant subsequent studies.
Conduct and support research on both national priorities and problems recognized as gaps in the existing
research literature.
Review current research and communicate research needs to the research community.
Consult and participate in research activities conducted by others.

Policies Concerning the Use of the NCDA Membership Database
NCDA occasionally receives requests to contact its membership for research purposes. In order to protect our members’ privacy,
and assure that surveys are conducted ethically, pragmatically, and meet necessary standards of quality, the board has accepted thefollowing policies and procedures.
The NCDA Research Committee will accept requests from individuals seeking access to the membership for the purposes ofconducting research surveys. The following policy statement summarizes the required procedures for requesting access to the
NCDA membership for research purposes.
1. All requests must be submitted to the NCDA Research Committee Chair at least four weeks prior to the proposed date forcontacting members.
2. The Research Committee Chair and at least one other committee member will review all requests to determine if
proposals meet NCDA standards and recommend appropriate procedures for accessing members.
3. Requests must include the following information:
a. Research proposal including any potential contributions to the field of career development.
b. Brief synopsis of the research study.
c. Copies of recruitment e-mail announcements to be distributed to the NCDA membership (one page or less).
d. A copy of the local Institutional Review Board (IRB) documentation and, once approved by NCDA, a copy of
the approval.
e. Plans for disseminating the findings through writing, presentations, and other methods.
f. Researchers agree to use the information for specified purpose only
4. A copy of the final research report (prepared on the basis of the data collected in conjunction with the research
investigation) must be submitted to the Chair of the NCDA Research Committee within six months upon completion of
the study.

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The NCDA Research Committee Chair will inform the researcher of the committee’s decision within three weeks. If the request isapproved, the NCDA Research Committee Chair will forward the research recruitment email to NCDA Headquarters for electronic
distribution.

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II. GOVERNANCE ORGANIZATION
Board of Directors
Responsibilities
The Board of Directors shall constitute the administrative body of NCDA and its principal duties shall be to set policy and to give
direction to the Association. The Board of Directors shall carry out the policies of the Association and speak on its behalf.
The professional responsibility of the NCDA Board of Directors extends beyond that of the normal NCDA membership and, thus, theofficer shall assume the responsibilities of attendance at meetings as well as other tasks of the office. It is an honor and a recognition of
professional integrity to be elected to the Board of Directors, and Board Membership carries with it significant responsibility.
Structure
The Board of Directors shall consist of the president, the president-elect, the president-elect-elect, the past president, secretary, treasurer,
ACA Governing Council representative, and six trustees. The Executive Committee shall consist of president, president-elect, presidentelect-elect, past-president, and the Executive Director.
Ex-officio Members
The ex-officio members of the board, who serve without vote, can include representatives of various groups and agencies such as guidancerelated, non-ACA Associations, guidance representatives from federal agencies, other ACA divisions or affiliated Associations, or NCDA
staff members.
The NCDA Board as a whole must make appointments for all ex-officio members. It is the responsibility of the president to remainsensitive to persons who should serve in this capacity and recommend them for board approval. No funds will be expended for the supportof ex-officio members, but they will be encouraged to attend and participate in all board meetings and other Association affairs.
Organization and Function of the Board
The primary duties of the Board of Directors shall be to set policy and to give direction to the Association. The president shall appoint aboard member to serve as a board liaison member to each standing committee, ad hoc committee, task force or commission. It is expectedthat board members will communicate with their board committees at least monthly to ensure proper communication and attention. At therequest of the president, individual members of the board may be asked to represent both the board and the Association at meetings oractivities to which NCDA has been invited to have representation. Travel for state division activities is supported by the state division
except where otherwise indicated, for example, state/organizational leadership training provided by NCDA. Geographic location and travel
funds are taken into consideration when selecting members for the purpose. Board policies may be amended by a majority vote at any
regular or special meetings of the board. The Board of Directors shall also be responsible for nominating NCDA members for ACA
president.
Meetings
The board shall meet in person three times per year and full attendance is expected (one meeting may be missed per fiscal year, but
only in case of emergency).The first meeting will be held at the beginning of the fiscal year (October). A second meeting will beheld mid-year. Locations of these first two meetings will be selected by the President, in consultation with the board. The final
meeting shall be held at the time and place of the annual global conference (summer), herein called the Conference. Domestic
travel expenses will be covered by the association. For international board members, NCDA will cover airfare to/from the city of
US origin to the meeting site. International airfare is the board member(s)’ responsibility from his/her home base to the nearest
entry city into the US. If an international board member flies directly into the meeting city, airfare will be reimbursed at a rateequal to that of the most expensive domestic airline rate among the board members.
Other meetings of the board may be held at the call of the president or of a majority of the board. For teleconference calls, domestic phonecharges will be supported by the association. International board members will be responsible for attending and any international charges
that result. At least one-half of the members of the board shall constitute a quorum throughout any meeting of the board at which official
business is transacted. All meetings of the Board of Directors, except executive sessions, shall be open to any member of NCDA. Copiesof the minutes of all meetings of the Board of Directors shall be distributed to members of the board. In addition to attending the three8meetings of the full board of directors, the Executive Committee may meet immediately prior to these three meetings and may meet on a
fourth occasion at the ACA Convention. Repeated missed meetings and/or failure to perform as a board liaison may result in removal fromthe NCDA Board.
Board Travel and Reimbursement
Members of the board shall be reimbursed according to the established NCDA board per diem and travel schedule when attending
scheduled board meetings. All claims will be submitted on approved travel template per the logistics that are sent before each meeting.
The completed template shall be sent electronically to both the treasurer and to Headquarters. A signed copy with all necessary receipts andrelated documentation should be mailed, faxed, or e-mailed to Headquarters. The treasurer will then authorize such payments andHeadquarters will issue the reimbursement check. Board will be reimbursed for travel to Board meetings as specified by the NCDA
Treasurer. Expenses to be reimbursed must be submitted within 60 days of the time that the expenses were incurred. Failure to do so will
result in non-payments. Appeals to this policy may be made to the Executive Committee. The following are guidelines pertinent toreimbursement of board members for travel and per diem to meetings or meetings of the board, excluding meetings at the national
convention.
1. Room at meeting hotel will be covered in full. Travel will be reimbursed at the lowest available domestic, economy/coachairfare at least 45 days in advance unless approved in writing by the treasurer. For international board members, NCDA
will cover airfare to/from the city of US origin to the meeting site. International airfare is the board member(s)’responsibility from his/her home base to the nearest entry city into the US. If an international board member flies directly
into the meeting city, airfare will be reimbursed at a rate equal to that of the most expensive domestic airline rate among
the board members.
2. Ground transportation cost will be honored upon presentation of receipt.
3. Meals will be reimbursed in accordance with the current NCDA per diem rate.
4. Miscellaneous expenses (e.g., copying, shipping, etc.) will be reimbursed upon presentation of receipts. These expenses
need to be authorized in advance by the president if they exceed $25.
5. Mileage will be reimbursed in accordance with the prevailing federal rate – annually reviewed on October 1 each year.
6. Board members may drive personal vehicles to board meetings. Reimbursement is based on the actual mileage rate OR
the lowest available 30-day advance economy airfare rate, whichever is lower. The board member is responsible forresearching advance airfare rates and submitting documentation of what the cost would have been.
Board members’ travel plus hotel and per diem expenses will be paid for conference meetings, as outlined annually by the treasurer. An
average of each trip’s expenses will be projected and included in the budget each year.
Board Contingency Travel (Collaborations) and Reimbursement
Each year, NCDA will set aside a Board Contingency Travel Fund to support the travel for board members who represent theassociation at industry conferences, board meetings, government relations functions, state division events, and other such events
that are crucial to NCDA collaborations. The President and President-Elect have their own travel budgets and should be utilized
first for their own needs. They will donate any remainder of these travel funds for the other board members to use. A contingency
fund will also be established to support this travel.
A list of these organizations and government/legislative endeavors are established annually by the NCDA Board of Directors.
Board members will be assigned a liaison role with the above-named group/organization aligning with their area of interest,
through their role as Trustee or as a President. These roles will be determined at the October board meeting, and as newformalized collaborations arise during the year.
The Presidents along with the Executive Director, will determine the appropriate use of the travel monies for these events. The
board member that is serving as liaison will report out on their attendance and outcomes, at the next scheduled board meeting.

The Board has established a new Travel Policy for State Division Events:
Summary:
The purpose of this document is to outline guidelines for board member travel to state CDA events. NCDA provides monetary
support for board members travel to state CDA events to be speakers on topics selected by the state CDA.

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Guidelines:
Funds available for board member travel will vary by NCDA budget year. The number of states selected will be based on thebudget available each year. The selection will be made by the State Leadership Advisory Group (SLAG) and the state trustee.
State CDA travel requests will be evaluated based on the following criteria:• Economical use of NCDA funds and effective use of board member time at the event• State CDA fund contribute to the overall event• The concept of the event is detailed and shows alignment with board member expertise/speaking areas• Timing of event – can’t conflict with board member travel to NCDA board meetings
Deadlines:• These will be announced each year and will generally be October 1 st for spring and summer events and July 15 th for fall
events, but these dates can change.
• Be sure to read all e-mails received from the State Trustee for most accurate deadlines.
• Evaluation priority will be given to those state CDAs who submit by the deadlines. However, if travel funds remain and astate CDA submits after the deadlines, those will be considered.
Board E-Mail Vote Process
The NCDA Board of Directors may make official votes by e-mail in accord with the following process to be administered by the NCDA
Secretary:
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When it becomes clear that all of the agenda items will not be covered in a Board meeting, the President indicates what items
will be handled in an e-mail vote format. The President then asks for a motion/second for each item (as appropriate). The
item is tabled for discussion and vote via e-mail. The President sends out the call for the e-mail vote.
If NCDA business occurs between Board meetings that require action, the Board will be sent necessary backgroundinformation. The President will secure a motion and second to begin the e-mail vote and discussion process.
A quorum of Board members must confirm receipt, by e-mail, of the information as stated in #2.
If there is more than one item to be discussed and/or voted on, the Secretary will send the general call for an e-mail vote andthen send a separate e-mail for each item with the Subject line clearly stating the topic.
During the 5 business days following the establishment of a quorum, Board members will discuss the motion. At the end of
the discussion period, the President calls for the vote and sets a date by which all votes must be cast. If necessary, thePresident may extend the discussion period.
Board members will cast their vote (yes, no abstain, recuse) on or before the set date. Votes will be broadcast to the entire
board.
The President and/or Executive Director will tabulate the votes will broadcast the results to the Board within 24 hours of thevote deadline.
Board members will confirm receipt of the results by e-mail.
The Secretary will record the motion, discussion, and vote in written form and will transmit the information to the Board andto NCDA Headquarters for storage in the NCDA Archives.

Orientation of New Board Members
Without a planned orientation of new board members and the passing on of all archives associated with the responsibilities, the Association
loses much time and progress. It is necessary for the following procedures to be followed on an annual basis. All retiring board members
should establish a method of accomplishing the following prior to September 30th of any given year:
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Instruct new member of past year’s events and describe current major activities and issues facing the Association.

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Transfer those materials that are deemed necessary for the new board member to prepare for his/her future role.

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Suggest issues that should be considered by the board regarding specific roles and responsibilities of outgoing board
members.

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Instruct the new board member on how the NCDA board/Association operates its meetings and special events.

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Incoming board members are encouraged to attend the Board of Directors meeting immediately following their election(held in conjunction with the annual conference. They will be considered an ex-officio board member (participating in
discussions but without vote), will have their expenses compensated per Board policy, and will have such duties at theConference as the president may assign.

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Incoming board members will be given an orientation to the Board of Directors and the Policies and Procedures of theorganization. They are encouraged to review the video tour of the NCDA Website provided by the website editor.

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Outgoing board members are expected to attend all board functions until September 30th.

Ideally, this orientation could be efficiently conducted during the first meeting in October. It would also be appropriate for the pastpresident and the president-elect to conduct a group meeting of both outgoing and incoming board members.
Honoraria
Current NCDA board members and Brain Trust members may not accept an honorarium when speaking as a representative of theorganization and travel is being covered by the association.
Conflict of Interest
The NCDA Leadership Team (LT), including Board Members, Committee Chairs, Credentialing Commissioners, members of theTraining and Education Council and Headquarters Staff, must avoid a conflict of interest with respect to their fiduciary
responsibility and their role as a leader of the association. Every effort should be made by LT members to avoid engaging in
activities that may result in an appearance of unfair advantage or favoritism. Full transparency surrounding these issues isparamount. Examples of activities that may give the appearance of favoritism include, but are not limited to:
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Being offered an honorarium to speak to an organization as a representative of the NCDA Board while serving on the
NCDA board;
Contracting to write an NCDA monograph and receiving royalties from that contract while on the board;
Using insider knowledge of conference and institute dates to schedule FCD trainings (and other trainings forcredentialing) that bump against those conferences and institutes;
Receiving an honorarium or expenses paid for offering a PDI that bumps against those conferences and institutes; orApplying to NCDA Requests for Proposals while serving on the board.

New Leadership Team (LT) members will be informed of their duty to disclose and will fill out a document outlining any standing
issues as they move into a leadership position. This document will include a section wherein the LT member agrees to this policy.
As other issues arise, immediate full disclosure to NCDA President and NCDA Executive Director is expected. Completed forms
will be collected by the Executive Director annually and will be kept on file at the NCDA Headquarters Office.
If anyone has reasonable cause to believe that a member of the Leadership Team (LT) has failed to disclose actual or possible
conflicts of interest, the member of interest should be approached directly and privately first and given the opportunity to address
the concern. If, after hearing the response, the concern about a failure to report an actual or possible conflict of interest still exists,
the concern should be shared with the President. The President shall bring the concern to the Board.
For full transparency, the minutes of the NCDA board must contain the names of the individuals who disclosed or were otherwise
found to have a financial interest in connection with an actual or possible conflict of interest, the nature of the financial interest,
any action taken to determine whether a conflict of interest was present, and the board’s decision as to whether a conflict ofinterest in fact existed. In addition, the names of the persons who were present for discussions and votes relating to the transaction
or arrangement, the content of the discussion, including any alternatives to the proposed transaction or arrangement, and a recordof any votes taken in connection therewith will also be included in the minutes.
Individuals with potential conflicts of interest must recuse themselves from related discussions, including board discussions related
to possible resolutions. The remaining board will decide if a conflict of interest exists and make recommendations. Possible
resolutions may include, but are not limited to;• A decision of no recommendation (i.e., the conflict of interest is deemed to have minimal potential impact or may have apositive impact on NCDA),
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Recusal from related discussion, debate or decision making,Cessation of the issue causing the conflict of interest of appearance thereof, or
In rare cases, removal from the leadership position

The LT will be asked to sign the Conflict of Interest/Disclosure Statement Annually as shown on Appendix I.

NCDA Headquarters
NCDA Headquarters is located at 305 N. Beech Circle, Broken Arrow, OK 74012, and serves as the central office of the Executive
Director and the management team. The major functions of NCDA Headquarters include management services, member/leader
services, publications/marketing support, accounting/database services, meeting/vendor services, and development services.
Headquarters also oversees contracted services including accounting, audit, investments, ACA management services, legal
services, database design, communications, and website development and maintenance.
The Executive Director is responsible for the association’s management services, including hiring and supervising staff, managing
contracted services, upgrading technology, serving ex-officio on Board and Executive Committee, fiscal management, providing firstcontact on public relations, cultivating sponsorships and grants, oversight of grants and projects, supporting government relations, andnetworking with the other Associations. In addition, the Executive Director, in consultation with the president, is responsible for updating
the NCDA Policy and Procedures Manual and Annual Report annually. The Annual Report contains financial /audit reports, a membership
report, and any other pertinent association information for the year. The reports from the standing and special committees, officer reports,
minutes from the previous Annual Meeting and minutes from all board meetings shall be posted on the NCDA Website. A summary of theAnnual Report should be sent to the Website editor.
The NCDA Board of Directors evaluates the performance of the Executive Director at the end of each fiscal year. The President
has the responsibility for this process and may appoint a committee and seek input from the Board. The President recommends
and the Board approves management fee adjustments and/or contract extensions for the management contract.

Annual Meeting
The Association shall hold an Annual Meeting at a time and place of the Conference. The Board shall give written notice to themembership no less than six months in advance of the Annual Meeting. The Association may hold other meetings at a time and place fixedby the Board, which shall give reasonable notice to the membership.
All NCDA members in good standing are invited to attend and vote at the Annual Conference. The quorum at the Annual Meeting shall be
the number of members in good standing in attendance. The members in attendance will be asked to act on recommendations of the Board,
review policies established by the Board, act on reports of the Board, state divisions, standing committees, and such special and continuingcommittees. In addition, the members in attendance will be asked to approve an elections slate of nominees for various open board
positions, and members to the NCDA Nominations and Elections Committee.
The members in attendance at the Annual Meeting will review and forward amendments to the Bylaws as presented by the Board
to the total membership for approval in accordance with Article XI. NCDA recognizes the website www.ncda.org as the official
communication center of the association. NCDA will use the website as an important delivery method of communication to themembership. Notification of amendments and voting will be communicated via Career Developments or Career Convergence inaddition to website posting.
In an emergency and on recommendation of two-thirds vote of the Board, business may be presented by mail or E-mail ballot tothe membership. Such ballots shall be taken by the Secretary of NCDA and shall have the same effect as if said action had takenplace at the Annual Meeting.

Parliamentarian
A parliamentarian may be appointed by the president or executive director. The person must be a current member of the Association.
The duties of this position shall be to assist the president during the Annual Meeting and at any other meetings designated by the president
to assure that Roberts’ Rules of Order are applied. The official guide for all meetings shall be the revised Roberts’ Rules of Order.

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Standing and Special Committees
The Board may create and dissolve committees, councils, and other working groups as needed to address needs of the Association.
Standing Committees are distinguished from other committees by their connection to the ongoing operations or core values of the
Association.

The organizational structure of the groups is discussed in more detail in the operational sections of the manual. Each group will provide anannual written report of its activities and status to the board for inclusion in the Annual Report. Chairpersons shall designate theirmembership unless otherwise specified by the Board of Directors. Chairpersons and members shall serve for designated terms or until theappointment of their successors.

Resource Development
It is the position of NCDA that external and non-membership funds be promoted and secured only if:
1.

The purpose of the grant/gift/contract is directly related to the mission and scheduled priorities of the Association.

2.

The purpose of the grant/gift/contract allows the Association to conduct research and disseminate its results throughpublication or training events.

3.

The purpose of the grant/gift/contract promotes working relationships with groups, organizations, or agencies that are in
the best interest of the Association.

The Executive Director, in consultation with the president, can negotiate on behalf of the Association regarding the acceptance of externalfunds. When opportunities exist, the Executive Director or a member must inform the president of the source, purpose, and benefit of theexternal funds. The president will, in turn, decide if the opportunity is appropriate and communicate with the board regarding its
disposition.
Once external funding is approved, the president and treasurer will apprise the NCDA Headquarters of such action and establish a special
budget account for the funds. Policies concerning such matters as staff hiring, equipment acquisition, and other arrangements will beestablished by the Board of Directors as specific needs arise.
NCDA has established a partnership checklist to evaluate future collaborations. Appendix H outlines the criteria and process thatshould be followed.
NCDA has also established a sponsorship program for those organizations seeking to increase their level of participation in NCDA
and establish a high-profile presence in front of all NCDA members. Sponsors are a distinguished group of organizations whose
work is directly related to the mission of NCDA and the field of career services. Sponsors donate $3000 (Gold Level) or $5000(Platinum Level) annually to NCDA in return for a select package of services. Appendix H outlines the criteria and process thatshould be followed.

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III. GOVERNANCE OPERATION(JOB DESCRIPTIONS, PROCEDURES, AND TIMING)

President
The president is responsible for managing the governance of the Association. This responsibility begins in the president-elect-elect year
and continues throughout the presidential year. The president shall hold office for a one-year term and then succeed to past-president for a
one-year term. The president shall be ineligible to serve again as president-elect-elect or president for a period of five years following
service as president.
The functions of the president shall be to: (a) exert leadership in the achievement of the purposes of NCDA, (b) preside at Annual
Membership Meeting, (c) preside over meetings of the Board of Directors, Executive Committee, and Annual Membership Meeting, (d)appoint chairpersons of all vacancies to NCDA standing committees, and special interest groups, and other committees (subject toconfirmation of the board), (e) serve ex-officio on all NCDA committees, (f) serve as a member of the Nominations and Elections
Committee, (g) be empowered to enter the Association into contracts, grants, and other binding agreements upon approval of the board, (h)prepare and distribute to each Board of Directors member prior to each Board meeting an agenda and supplemental reports and action
items for Board consideration, and (i) initiate and conduct an annual performance evaluation of the executive director and, with thetreasurer, make a recommendation for changes to the management services agreement based on the results of such an evaluation.
After committee appointments have been confirmed, the president should provide to the chairperson: (a) the committee’s goals andobjectives from the Annual Plan, (b) information regarding the budget for its operations and direct the chairperson’s correspondence
concerning vouchers and payments to the treasurer, (c) instructions to establish contact with the NCDA board if a publication is planned,(d) the name and contact information for the liaison to whom the committee/commission will report, and (f) materials and timelines fordeveloping a program of work.
Following the NCDA election, NCDA headquarters will notify the NCDA president of the candidates for office who have been elected; thepresident will in turn notify all candidates of these results, inviting the successful individuals to attend and observe the Conference Board of
Directors meetings. In addition, the president sends a copy of the previous minutes and the Policy and Procedures Manual to all newly
elected Board members.
The president is responsible for the Annual Report. Usually, the president charges the secretary and headquarters staff with the task ofcompiling and disseminating the report. The trustees communicate with their committee chairpersons to have their reports completed andsent two months prior to the end of the fiscal year so that the report can be posted by October 30th.
The president is responsible for all of the NCDA activities at the ACA Convention and the NCDA Conference and, although the executive
director and other conference planning staff coordinate many of these activities, the president has several distinct responsibilities at theConference:1.

The president may present a “state of the Association” address during the Annual Membership Meeting at theConference.

2.

The president is responsible for instructing the staff on procedures for the invitation list (all conference attendees fromoutside of the USA, past NVGA/NCDA presidents, past Eminent Career Awardees, Board of Directors, Committee
Chairs, State Division Presidents, etc.) for any special events hosted at the Conference.

3.

The president is responsible for developing a program related to the celebration of annual awards. The Awards
information should be included, along with a list of past NVGA/NCDA presidents, past Eminent Career Awardees, past
Career Development Quarterly editors, and current Board of Directors members, in the conference program.

In addition, depending upon monies available and the Conference activities, the president gives the executive director instructions regarding
other social functions desired. Typical social events may include receptions in the president’s suite and meals/beverages needed for the
Annual Membership Meeting and Board of Directors meetings. The president schedules all NCDA ancillary programs at the annual ACA
convention and the Conference.
The president should monitor the work of the NCDA Conference Program Committee and should be aware of committee membership andcriteria used for selection of NCDA convention programs. Special attention should be given to the appropriate scheduling of ancillary
program activities.
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The president or designate should represent NCDA at state and regional meetings of NCDA groups and international meetings to the extent
feasible. It is expected that state divisions or international entities will pay travel expenses, however, the president has discretion to use
NCDA funds to travel to state division or international activities within the scope of the president’s budget.
The president shall be responsible for casting votes at the IAEVG election. If the president is not able to attend the IAEVG meeting, he/she
may recommend a designee to the board. The designee is subject to board approval prior to the vote at the IAEVG Conference. The
president should consider a board member first before recommending another member. An individual running for IAEVG elections is not
eligible to cast the NCDA votes.
NCDA may pay its president an honorarium of $20,000 per annual term.
CalendarJuly

Appoint committee chairs and board liaisons. Develop a Planning Calendar with the executive director
and plan face-to-face meetings and teleconference calls for the following year. Disseminate to all new
and returning board members.

August/September

If an NCDA Board or Executive Meeting is planned at the ACA Conference, the President should send
the schedule of all events to ACA’s Conference Management to secure the space.
Convene Executive Committee along with the Treasurer to discuss budget.

September

Write President’s Column and send to the magazine editor for winter issue.

October (As President)

Prepare agenda and board materials for the first board meeting; Conduct first board
conference call or on-site meeting and follow-up on board actions.
Draft final annual plan, program of work, and budget for presentation and approval by Board of
Directors. Conduct a Committee/Council focus call and begin convention planning with convention
committees.

DecemberWrite President’s Column and send to the magazine editor for Spring issue.
Preside at board meeting. Follow up on board actions.

March/April

Preside over the NCDA Activities at ACA Convention if applicable. Send final copy of President’s
Report column to Career Developments for the summer issue.

May

Assemble and reproduce the Annual Report in cooperation with the executive director.

June

Write President’s Column and send to the magazine editor for fall issue.

June/JulyAt the Conference, preside at Board of Directors meeting, Annual Meeting, and Awards Program. Hostboard orientation for new board members.

August/September

Notify all candidates of election results. Complete all convention arrangements for ACA.
Preside at board meeting. Follow up on board actions. Remind board members to solicit reports fromall committees.

President-ElectThe president-elect shall be elected annually and shall hold office for one year. Ideally, the president-elect should have previous board
experience. The president-elect succeeds to the presidency for a one-year term and then to the past presidency for a one-year term. In theevent that the president-elect cannot succeed to the presidency, the Board of Directors may, by majority vote, choose a member of the board
to serve as president. The term of office shall commence on October 1.
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The functions of the president-elect shall be to (a) perform the duties of the president in the absence or incapacity of the president, (b) serve
as a member of the Executive Committee, (c) attend and support ACA meetings immediately prior to assumption of office with payment ofexpenses by NCDA, (d) plan the national conference for the following year, and (e) carry out such other duties and responsibilities as may
be assigned by the board as prescribed in the bylaws of ACA for presidents-elect of ACA divisions. In addition, the President-Elect also
acts as liaison to all committees with the support of the President’s vision. The president-elect plans the direction of emphasis of his/her
forthcoming presidential term of office with the assistance of the board.
In preparation for the convention to be held during that person’s presidency, the president-elect selects chairpersons for convention program
so that the new chairpersons can observe procedures at the convention prior to the one for which they will be responsible.
Calendar
Fall

Conduct a Committee/Council focus call.

SpringSet the conference theme, agenda and budget, select Program
Chair; communicate with host state division

Summer

Begin making arrangements to appoint chairpersons to standing committees andcouncils needing replacements. Evaluate and make recommended changes to
the Strategic Plan for Presidency. Attend all Board of Directors and Annual
Meeting at the annual Conference.

Fall

Finalize all appointments. Complete appointments of committee and commission chairpersons
and work with new chairperson to develop budget proposals. Finalize Long-Term Plan and
Annual Plan. Prepare tentative budget. Present a list of committee chairs for the Board’s
approval. Selection locations for Institutes for following year. Review and plan a revision of
the Strategic Plan with full board.

President-Elect-ElectThe president-elect-elect shall be elected annually and shall hold office for one year. Ideally, the president-elect-elect should have previous
board experience. The president-elect-elect succeeds to the president-elect position and then on to the presidency for an one-year term. In
addition, he/she will serve as past presidency for an one-year term following the presidency. In the event that the president-elect-electcannot succeed to the presidency, the Board of Directors may, by majority vote, choose a member of the board to serve as president. The
term of each office shall commence on October 1.
The functions of the president-elect-elect shall be to (a) support the efforts of the President-Elect and President, (b) serve as a member ofthe Executive Committee, (c) plan the national conference for his/her respective conference year, (d) collaborate with the President andPresident-Elect in the leadership of the Association. The president-elect-elect plans the direction of emphasis of his/her forthcoming
presidential term of office with the assistance of the board.

Past-President
The immediate past-president shall serve on the Board of Directors and as an advisor at the Annual Meeting. The past-president serves asliaison to the Eminent Career Award Committee, the Fellows Committee, and as a member of the Awards Committee.
The past-president shall serve as chairperson of the NCDA Committee on Nominations and Elections and will organize and carry out thefunctions of the committee as described under the committee section of this manual.
The past-president shall serve as board liaison to the NCDA Credentialing Commission.
The past-president will chair a committee of the president, president-elect, past-president and executive director to appoint NCDA
representatives to ACA standing committees. Members of this committee may not be nominated by NCDA to serve on an ACA standing
committee during their term of service.

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Calendar
Throughout

Attend all Board meetings

SummerAttend Board of Directors meeting at the conference.

Fall

Contact Eminent Career Award committee and Fellow’s committee. Send nominations information to NCDA
Magazine and Website Editors. Assist NCDA Headquarters to update the Policy and Procedures Guidelines.
Communicate with Nominations and Elections Committee to finalize procedures.

WinterConvene Fellows Selection Committee and take their recommendations to the next board meetingfor approval.

SpringTransmit names of nominees to NCDA. Convene Eminent Career Award Selection Committee and reportwinner to Headquarters

June/July

Conduct nominations for elections at the Annual Meeting at the Conference. Chair the Brain Trust Meeting at
Conference.

Secretary
The secretary is a three-year term. The person may not serve more than two consecutive terms but becomes eligible to serve again after alapse of one term. The secretary serves as a member of the Board of Directors and as an advisor and record keeper at the Annual Meeting.
The secretary sends a first draft of the minutes of Board of Directors’ meetings to the Executive Director and President for their initial edits.
Once that is complete, the minute are sent out to all members of the Board for correction. The minutes are then corrected according tosuggestions received and approved by the Board during its next meeting. Once approved, the minutes are then distributed to committee
chairs, website editor for posting, and to the Executive Director for inclusion in the NCDA archives.
The minutes should include all action items, agenda and schedule (beginning and recess of meetings), directives and recommendations,resolutions, work group topics and reports, persons in attendance, issues accompanied by pros and cons, rationale and backgroundinformation for motions which should be provided by the Board members making the motion. In addition, for each motion, the minutes
should show the number of votes in favor, against, abstentions, and recusals, if applicable. When such information is not provided, thesecretary may use discretion in adding the information, which is encouraged but not mandated. The minutes should not include personal
discussions, or informal discussions. A draft of the minutes should be sent to the Board of Directors for review within 14 days following a
Board meeting.
The Secretary also takes minutes at the Annual Meeting and provides to the Executive Director for the Annual Report the following year.

CalendarThroughout

Attend Board of Directors meeting, prepare minutes and send draft to board members. Upon the Yearapproval, submit the final version to Headquarters for archiving and to the editor of the Website
for posting.

August/September

In coordination with Headquarters, order stationery and update Leadership Directory.
Work with president and executive director to produce the Annual Report.

Treasurer
The treasurer is elected for a three-year term. The person may not serve more than two consecutive terms but becomes eligible to serveagain after a lapse of one term. The treasurer serves as a member of the Board and is an advisor at the Annual Meeting. The treasurer also
17

serves as the Chief Financial Officer of the Association. The treasurer follows accepted procedures for handling the funds of the
Association; assists in the preparation of budgets for NCDA, its committees, and publications; and makes recommendations to the board forneeded modifications in procedures for managing fiscal affairs. More specifically, the treasurer has the following responsibilities for budget
preparation, management, and reporting.
Budget Management
Either separately or through the president’s notifications of charges to committee and special interest group chairpersons, the treasurer
informs committees of the amounts budgeted by the board for their operations and informs them of the procedures for obtaining
reimbursement and general guidelines for allowable expenses. Except with the specific approval of the president, no other expenditure
shall be approved for which funds are not budgeted.
An individual may make necessary expenditures in excess of annual budget allotments to activity accounts only with written approval of thepresident. Expenditures in excess of annual budget allotments to the total of any major budget classification shall be made only with theapproval of the Board of Directors.
Any purchase of supplies or equipment in excess of $500 (five hundred dollars) shall be made on the basis of bids requested from two or
more competent vendors. Bids on items that cost less than $500 will be obtained when the nature of such items and good business practices
so indicate.
All non-budgeted contracts for services and materials in excess of $5,000 (five thousand dollars) shall require approval by the Board of
Directors. Any expenditures from reserve funds shall require the approval of the Board of Directors.
For any new project in excess of $5000, a detailed RFP will be developed and persons interested in completing the work would be asked tosubmit their proposal bid by a designated date. A selection committee of two or more board members will be identified to review andrecommend the best proposal.
All completed vouchers requesting payment or reimbursement are sent to the board liaison person who approves them and sends them tothe treasurer for final approval. Check request forms are sent to Board members and committee chairs in the Fall of each year. A check isthen sent directly to the payee indicated on the voucher. The NCDA management team produces a monthly financial statement.
A budget line item is established for sending of donations/flowers, etc. to or for individuals who have been closely associated withand given significant services to NCDA. This would include memorial donations, flowers or other similar recognitions. These
recognitions would be sent at the discretion of the current President up to $100. Any recognition over $100 would need approval of
executive committee.
The treasurer reviews the monthly and annual financial reports.

Fiscal Reporting
Fiscal reporting responsibilities of the treasurer include: routing NCDA financial reports of income and expenses to appropriate officers andtrustees, noting unusual conditions and any discrepancies with accounts; preparing financial reports for each board meeting and for the
Annual Meeting; advising the Board of Directors regarding the financial condition of NCDA and its potential for undertaking various
projects; and making recommendations to the board regarding the investment of reserve funds.
Through a study of income trends and current situations, the treasurer, in consultation with the executive director, prepares an estimate ofincome and expenses for the next fiscal year for presentation at the October Board Meeting. During August/September the Board setspriorities and a tentative budget allocation for the following year. The treasurer works with the executive director and president to prepare a
final budget based on actual requests. In the first board meeting of the new fiscal year, the board meets to approve the final budget.
In addition to maintaining a set of records for the current year, the treasurer in coordination with NCDA Headquarters maintains historic
records for use in analyzing income and expense trends. The historic records consist of the following: the pages which show revenue by
source and expenses by cost center from the monthly “Summary of Income and Expenses” report provided monthly by the firm responsible
18

for providing NCDA accounting services, to be maintained for the immediately preceding four year period; the full “Summary of Income
and Expenses” final report for the previous fiscal year; the audit report for the immediately preceding seven years; and any NCDA
memoranda regarding fiscal procedures which the treasurer deems important. The treasurer may add explanatory remarks to any of the
documents. The historic records are passed from one treasurer to the next at the end of the fiscal year with the permanent archives housedat NCDA headquarters.
Calendar
September

Assist in preparing an annual budget for the Board to approve.

October

Attend Board of Directors meeting and present the budget. Gain approval and make arrangements with the president for
notifying chairpersons of budgets and reimbursement methods.

Monthly

Present the Treasurer’s Report at each board meeting.

January

Review annual audit. Prepare income estimates for presentation to the Board of Directors.

April

Ensure Executive Director submits audit report for inclusion in the Annual Meeting Report.

June/July

Attend Board of Directors and Annual Meeting; report NCDA’s financial condition.

Trustees
The membership of NCDA elects six individuals to serve as trustees. A trustee is a person, duly elected, to whom the managementof the Association is being entrusted. There are six trustees, four representing NCDA membership constituency groups (Trustee
for School Career Counselors & Specialists, Trustee for Higher Education Career Counselors & Specialists, Trustee for Agency,
Business and Industry, & Private Career Counselors & Specialists and Trustee for Counselor Educators & Researchers) one trustee
responsible for state divisions, and one at-large trustee, elected by the membership to serve on the Board of Directors. The term ofoffice is three years, with two being elected each year. Trustees may not serve more than two consecutive terms but become
eligible to serve again after a lapse of one term.
The Trustee for State Divisions is responsible for maintaining contacts with and providing field services to all states. The trustee
should be in contact at least quarterly, preferably monthly, with state CDA leadership to communicate NCDA board information,
to learn of activities in those states, and to aid the state leaders if appropriate.
Trustees are assigned responsibilities for various standing and special committees and task forces. It is each trustee’s responsibility for
maintaining contact with them. The assigned trustee represents those committees to the Board of Directors. Trustees are responsible forattendance at all meetings of the Board of Directors. Trustees also serve as advisors during the Annual Meeting at the NCDA Conference.
The constituency trustees are responsible for providing advocacy for their constituency to the NCDA Board. Possible activities of thetrustees include, but are not limited to:a. Representation of the constituency to the NCDA Board of Directors
b. Plan and facilitate a constituency meeting during the annual Global Conferencec. Prepare and release a quarterly communique using the specially designed e-bulletin templates through the web editor
d. Identify a webinar topic and presenter once annually; work with Headquarters staff to get event scheduled on theannual calendar
e. Convene a small committee to review and rate related constituency program proposals for the annual conference
f. Identify future trustee candidates for board positions
The role of the trustee-at-large is to facilitate special projects of national scope according to the priorities set forth by the president and/or
board and to serve as the liaison for committees and special committee as assigned by the president.

ACA Governing Council Representative
The ACA Governing Council Representative is NCDA’s representative to the parent association. This representative participates in policy
formulation and governance of ACA and they communicate the needs and positions of NCDA to the ACA Governing Council. NCDA’srepresentative is responsible for communicating ACA issues and projected actions to the NCDA Board of Directors and Annual Meeting.
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The ACA Governing Council representative is a member of the Board of Directors, elected to a three-year term according to the rules
established for the election to other offices. Their board tenure runs from July 1 – June 30 in accordance with ACA’s fiscal year.
The ACA Governing Council Representative has a dual responsibility – to NCDA and to ACA. All business of ACA that is of interest to
NCDA is to be reported to the president and the Board. This may include matters discussed in executive session of ACA if that matter has
the possibility to be of present or future harm or benefit to NCDA. Ideally, the ACA Governing Council Representative should be a past
NCDA president.

Executive Committee
The Executive Committee is chaired by the NCDA President and includes the President, President-Elect, President-Elect-Elect, Immediate
Past-President, NCDA Executive Director (Ex Officio). The purpose of the committee is to review matters affecting the Association, and to
make recommendations to the NCDA Board of Directors for action. With permission of the Board and between regular Board meetings,
the committee may make decisions with Board approval. The annual budget should be developed by the Executive Committee at its
meeting in the fall and should be sent to the entire Board of Directors to enable time for study and comment.

Sanction and Removal of Directors
Grounds for Sanction or Removal
A member of the Board of Directors may be removed from office on any one or more of the following grounds:
1.

Repeated failure to perform the duties and responsibilities of a Board Member, including, but not limited to,
failure to perform functions mandated by the Bylaws or Policies for the particular office and failure to attend or
participate in meetings of the Board.

2.

Conduct prejudicial to the best interests of the Association, including, but not limited to,
a)
b)
c)
d)
e)
f)
g)

Fraud in the Association’s electoral process;Failure or refusal to disclose necessary information related to the business of the Association;
Financial improprieties with respect to Association funds or obligations;
Conflicts of interest;
Misrepresentation of the Association and its officers to outside persons;Conviction of a felony.
Any conduct, whether of commission or omission, tending to bring the Board of Directors into
disrepute or to impair the proper and effective functioning of the Board in the conduct of its business.

The grounds for removal listed in paragraph A.2 may be based upon conduct occurring during the member’s present or priorterms of office.
B. The Board, in its discretion, may, by resolution, sanction a member of the Board for any of the conduct described above
which the Board deems not to be sufficiently serious to warrant removal from office.
Procedure for Sanction
C. Any member of the Board who has reason to believe that grounds exist for sanctioning another member of the Board may
submit to the Board at any regular or special meeting a proposed motion to sanction that member. The proposed motion
shall state the grounds for sanction, specifying all conduct alleged to warrant sanction. Debate on the motion shall takeplace in executive session. The presence of the person to whom the sanction motion is directed is not required. If theperson to whom the motion is directed is present he/she shall be given an opportunity to speak in his/her defense. The
motion to sanction shall require for its approval a simple majority of the Board present and voting, shall be taken by
secret ballot, and, if approved, shall be reported in the regular minutes.

Procedure for Removal

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D. Any member of the Board who has reason to believe that grounds exist for removal of another member of the Board may
submit to the Executive Committee a proposed motion to remove that member and request that the motion be placed on
the agenda for the next scheduled meeting of the Board. The proposed motion shall state the grounds for removal,
specifying all conduct alleged to warrant removal or sanction. The Executive Committee shall determine by majority
vote whether sufficient reason exists to place the proposed motion, or an amended or modified version of the motion, on
the agenda for the next meeting of the Board. The Executive Committee may vote on the matter in person, by telephone,or electronically as it votes on other matters. If the Executive Committee decides to place the proposed motion on theagenda for a meeting of the Board, the Committee shall promptly take steps to provide written notice of the proposed
motion by certified mail to the member being charged. The notice shall state the date, time, place and nature of thehearing to be held on the motion, shall include a copy of the motion, including all charges and specifications, and shalldirect the member to appear in person at the hearing. Such notice shall be given in sufficient time to provide the member
being charged at least 30 calendar days prior to the meeting at which the motion is to be considered by the Board.
E. The Executive Committee shall appoint a Case Manager to prepare and present the case for removal to the Board at thehearing.
F.

The hearing shall be conducted in accordance with the following procedures:
1.

2.

3.

4.
5.

6.

7.

8.

9.

The President of the Association, or another member of the Board designated by the President shall be
the Presiding Officer of the hearing. If the President is the person charged, the Past-President or that
person’s designee shall serve as the Presiding Officer. The Presiding Officer shall have full authority
and discretion to conduct the hearing in a fair and just manner and to rule on all matters of procedurearising at the hearing, subject, however, to being overruled by majority vote of the Board. The
Presiding Officer, the Case Manager, and the accused member shall not be entitled to vote on suchprocedural questions.
The accused member shall have the right to appear at the hearing in person to address the Board and topresent witnesses and other evidence in support of his/her case. If the accused member, without
reasonable excuse, as determined by the Presiding Officer, fails to appear at the hearing, the hearing
may go forward in his/her absence, and the Board may proceed to a decision on the basis of theavailable evidence.
The Presiding Officer shall call the hearing to order, noting that the meeting is in executive session andthat the Board is obligated to maintain the secrecy of the proceeding, and shall then read the proposed
resolution, verify that the accused has been given notice of the hearing and the charges, announce thenames of all Board members present, and inquire of the accused whether he/she is ready to proceed. If
the response is negative, the Presiding Officer shall inquire as to the reason the member is not prepared
to proceed and shall determine whether the hearing should proceed at that time or be continued toanother time.
The Presiding Officer shall direct that each charge is read separately, and the accused shall be asked
how he/she pleads to that charge, guilty or not guilty.
If the accused pleads guilty to all charges, the Board will then proceed to a determination of whether toimpose a penalty following a brief statement of the facts and an opportunity by the accused to be heard
on the issue of a penalty. The procedures of paragraph F.10 shall apply.
If the accused pleads not guilty to one or more of the charges, the Presiding Officer shall proceed withthe following steps in sequence:a. Opening statements, first by the Case Manager, then by the defense;b. Testimony and other evidence presented, first by the Case Manager, then by the defense;c. Closing arguments, first by the Case Manager, then by the defense.
Cross-examination of witnesses shall be permitted. With the permission of the Presiding Officer, andsubject to conditions that might be imposed by the Presiding Officer, any member of the Board may ask
questions of a witness.
Formal rules of evidence shall not apply. The Presiding Officer may exclude evidence that he/she
deems to be irrelevant to proof of any point at issue, evidence that is unhelpful to a determination of theissues, or evidence that is merely cumulative of evidence already received.
Following closing arguments, the Board shall proceed to consider and vote on each of the charges. All
members of the Board except the accused shall have the right to vote. The accused and any person who
is not a voting member of the NCDA Board must leave the room. The Presiding Officer will then state
the question as follows: “The question before the NCDA Board: Is ___________ guilty of the charges
21

10.

11.

preferred against him/her?” Each charge shall be read separately, opened to debate, and voted upon
separately by secret ballot. The charges can be amended upon motion to conform to the facts adduced
at the hearing, but only if the charge as amended is wholly included within the charge upon which theaccused was tried. A simple majority vote of those present shall be necessary to find a member guilty
of a charge.
If the accused is found guilty of one or more charges, the Presiding Officer shall announce that the next
item of business is the determination of whether to impose a penalty and the nature of any such penalty.
One Board member must make a motion to impose a penalty. The motion is debatable and amendable.
All votes shall be taken by secret ballot. A two-thirds majority vote of those present is necessary to
remove a member of the Board from office. A simple majority vote of those present is necessary to
impose any lesser penalty.
After the voting, the accused, if present, will be called back into the meeting room and notified of theresults. In any event, the accused will be notified of the results of the vote in writing by certified mailno later than ten days following the close of the hearing.

G. If, after a hearing by the Board in executive session, the member has not been found guilty of any of the charges,
there will be no announcement of the charges or the hearing, and unless the member who had been charged
requests in writing that such an announcement is made. If the member has been removed from office orotherwise sanctioned, the Board shall have the right to disclose that fact to the membership of the Association.
H. The disposition by the NCDA Board at the hearing shall be final.

22

IV. MEMBERSHIP CATEGORIES
Career development professionals can join NCDA directly or join through the American Counseling Association. Member benefits are thesame for all membership categories:
Professional: NCDA professional members are those members who join through ACA. Professional members hold a
Master’s degree or higher in counseling or a closely related field, from a college or university recognized by the Councilfor Higher Education Accreditation. (If you are eligible for professional membership, you may select either professionalor regular NCDA membership.) For more information on ACA membership, call 800-347-6647 and ask for member
services.
Regular: Regular members are those who have an interest or involvement in career development and have a desire to
uphold the mission and principles of NCDA. There are no educational requirements for this category. Regular members
join through NCDA directly.
Student: Students enrolled in programs preparing them for counseling and other career development areas are eligible tobecome student members of NCDA. Student members may join through NCDA or through ACA.
New Professional: A career development professional in his/her first year of employment is eligible to become new
professional members of NCDA. New Professional members may join through ACA or NCDA directly. In addition, any
new person to the Association may take advantage of the New Professional discount for his/her first year.
Retired: Retirees who have been an NCDA member for at least ten years and are retired from the counseling profession
can apply for retired membership. Retired members should apply for membership directly through NCDA.
Organizational: Organizational members are a group of members from an institution, company, career center,or other entity wishing consolidated billing. Operational details are included in Appendix K.
For a limited time, NCDA is offering a first year of Promotional Membership free to those trainees completing a FCD
Course using NCDA’s curriculum and taught by an instructor listed on the NCDA FCD Registry and to non-members
who have successfully achieved an NCDA Credential. This includes those Alternate Pathways Credential Holders. Nonmembers are defined as those that have not held NCDA membership in the past; lapsed members are not eligible for free
Promotional Membership. (Annually reviewed)

23

V. PLANNING AND OPERATION
Long-Range Plan
NCDA is a large, complex Association that needs clear goals and continuity of direction to ensure its relevance to its membership and to the
public in a rapidly changing social context. A long-range (three-year) plan can provide general direction to the board and provide
continuity as leadership changes. The Long-Range Plan is intended to give general direction, which will be more clearly defined throughthe annual plan, annual budget, and annual program of work, which incorporate specific goals for each NCDA standing committee andspecial interest group. The Long-Range Plan should:
1.

List NCDA goals.

2.

Give priority ratings to each goal. These ratings should guide the allocation of effort and money.

3.

Suggest objectives for achieving priority goals.

4.

Be reviewed annually and updated no less than every three years through an analysis of future trends and through asurvey of NCDA leaders (board, chairpersons, state division presidents, and other career development leaders).

5.

Be implemented by the board and chairpersons.

6.

Be considered as the main priority for expenditure of funds. Other goals should be initiated only after the priority goals
as stated in the Long-Range Plan have adequately been achieved.

Annual Plan
The Board of Directors under the leadership of the president-elect will develop an NCDA annual plan that is derived from the Long-Range
Plan. The plan should include:1.

A list of goals to be achieved during the year.

2.

A listing of standing committees and ad hoc groups, which are responsible for each goal.

3.

Suggested objectives that might be used by each standing committee and ad hoc group to achieve its assigned goals.

Planning Process
To achieve its long-range and annual plans, the board will request each chairperson and other individuals making budget requests todevelop an Annual Program of Work. Once the plan is approved, the board-assigned liaison will help chairpersons complete the following
steps:
1.

The president will communicate the Annual Plan to the chairperson. The focus will be on the general goal(s) to beachieved, the priority of the goal(s), and objectives for achieving the goal(s).

2.

The chairperson shall host a committee meeting at the Conference to begin the process of developing a work plan andbudget request for the year.

3.

The chairperson will develop a written Program of Work using the suggested format and submit the plan to thepresident-elect for review.

4.

The board will review all Programs of Work reports, will review budget requests and will make changes if necessary to
finalize the total NCDA budget. The board will give final approval to all Programs of Work and each liaison willcommunicate the final Program of Work to each chairperson.

Program of Work Format
24

The Program of Work should include a title page and work plan. (See Appendix A)
Monitoring/Communication
After reviewing proposed programs of work, the Board will approve the Annual Plan that should direct the work of the Association for theyear. The board liaisons are responsible for monitoring the activities of the standing committees and special interest groups. Suggestions
for effective coordination include:1.

The board liaison and the chairperson should communicate at least once every month.

2.

The chairperson should copy the board liaison on all written communication.

3.

The chairperson should feel free to contact the Board liaison at any time to discuss problems or seek direction.

Reporting
Chairpersons are responsible for the following during the year:
1.

The Program of Work should be submitted no later than the first month of the fiscal year (October) to the president andappointed board liaison.

2.

A summary of achievements should be sent to the appointed board liaison prior to each scheduled board meeting.

3.

Upon request, a one-page report should be submitted to the secretary for inclusion in the Annual Report. A copy should
be sent to the president and to the board appointed liaison.

25

VI. NOMINATIONS AND ELECTIONS PROCEDURESThe Nominations and Elections Committee shall include five members; the three most recent past presidents and two members
selected at the Annual Meeting. The immediate past president shall serve as chairperson. If any Past-President is unable to serve,a former board member will be appointed by the President.
Candidates for elections will be on a rotating basis. Each year, NCDA will seek candidates for the office of President-Elect-Elect. The
positions of Secretary, Treasurer, and ACA Governing Representative Candidates will be sought each third year on a rotating basis and twotrustees per year will be sought as outlined below:
Nominations for the positions of president-elect-elect, secretary, treasurer, trustees, and the ACA Governing Representative should
be made to the Nominations and Elections Committee using the following timeline which is adjusted annually.
December:January:
Late January:
February Meeting:
April:

Initial Call for opening board positions set to all Members
Second Reminder Call for opening board positions; all Members
Deadline to declare you are running for the board positions, no more nominations after this date
Nomination slate to the board for approval
Deadline for nominees to submit materials to the NCDA
Headquarters for the Annual Membership Meeting Report (bios, goal statements, and photos)

Ideally, candidates should have the following qualifications:
•
•
•
•
•

•
•

President-elect-elect candidates ideally should have served on the board before assuming the president-elect-electposition.
Secretary candidates should possess strong organizational and listening skills to accurately capture the minutes, action
items, motions, and voting.
Treasurer candidates should have previous financial experience with monitoring a budget, understanding financial reports,
and communicating with an auditor.
ACA Governing Rep will be nominated a full year prior to vacancy. ACA Governing Rep candidates should have served
as President and Past President before assuming the ACA Governing Rep position; if a past president cannot be
identified, the committee may select past board members who have experience working with ACA.
Constituency Trustee candidates must provide career development services in a work setting that matches the Trustee
position, to best advocate for each constituency’s needs and services. Trustee positions include representation from 4
main constituencies:▪ School Career Counselors/Specialists▪ Counselor Educators/Researchers▪ Higher Education Career Counselors/Specialists▪ Agency, Business and Industry, or Private Practice Career Counselors and Specialists.
State Division Trustee candidates must have participated in a chartered NCDA state division, ideally as a President or
tenured member of the state board. Knowledge of state division operations is preferred as well and strong teamwork
skills to advise NCDA State Divisions.
Trustee-at-large candidates must possess skill and knowledge if the particular focus set by the NCDA Board. The focus
for this position changes for each term and specific criteria will be added to the Application Form.

Any member in good standing may make nominations. Nominees must be members in good standing who have participated in
NCDA activities, including the committees, Board of Directors, or other work groups within NCDA.
Each member may only apply for one office each election cycle. The nomination will be in writing to the chairperson of theNomination Committee (Past President) via a completed Nominations Application Form.
The Committee may select up to three potential candidates for each office by screening those that show interest or are nominated by amember in good standing. Serving on the NCDA board is a great honor and the committee should make every opportunity for thoseinterested members to run for one of the positions. The following should be considered when narrowing the slate to three candidates per
office.

26

NCDA Membership – For the position of the President Elect-Elect and ACA Governing Rep, this person has been an NCDA
member for six consecutive years and in good standing. For all other positions on the NCDA board, a member needs to have beena member for two consecutive years and a member in good standing.
NCDA Committee/Task Force – While this is not a requirement, it is highly desirable to have a member who has served in some
capacity in NCDA to give them an understanding and insight into the association.
Career/Professional Experience – the member running should be working in the career development field. This may lookdifferent for each candidate as one may be in human resources, private practice, a counselor educator, research, career or school
counselor or any field where they are active in career development.
Volunteer on an Association Board – Members should have served on some type of board before being elected to the NCDA
board to give them experience. This does not have to be a Career Development Association board affiliated with NCDA but can be
any type of board or association.
Leadership Academy Participation – members of the Leadership Academy may be given preference because of the governanceknowledge and project commitment that was made during such participation. The Leadership Academy was intended to build acadre of qualified members for future succession.
Diversity – NCDA has a long commitment to diversity among its membership and on the board. The expectation, when possible,
is to have percentage of BIPOC members of the board meet or exceed the BIPOC membership of the association. This may betaken into consideration when reviewing applications.
Conflict of Interest – NCDA board members are subject to a Conflict-of-Interest policy. A copy of the policy is listed in the
NCDA Policies and Procedures Manual (Appendix I.)
Board Members from Outside of US - For international board members, NCDA will cover airfare to/from the city of US origin
to the meeting site. International airfare is the board member(s)’ responsibility from his/her home base to the nearest entry city into
the US. If an international board member flies directly into a meeting city, airfare will be reimbursed at a rate equal to that of themost expensive domestic airfare rate among the remaining board members.
Nomination Deadline – All members who want to run for an elected position or are nominated need to express interest to theappropriate NCDA contact by the election timeline set annually or they are not eligible to run that election year.
Completed Paperwork and Deadlines – Members who are nominated need to complete all requirements needed to run for the
NCDA board. If items are not received, the person may not be eligible to run.
Rubrics for each position have been established to help narrow the slate, at the committee’s discretion:
President-Elect-Elect
Pre-Qualifying Criteria
All of the following criteria must be met for to proceed to full application for President-Elect-Elect position.
 A minimum of 6 years engaged in NCDA as a member in good standing A minimum of 10 years of experience working in the field of career development Held a past leadership role in NCDA or a State CDA(For example, Board position, Trustee position, Committee Chair, Commission Chair)
Rubric for Evaluating Full Application for President-Elect-Elect
Requirements:
For the application to move forward, ALL paperwork must be submitted, including: Nomination Application Form, with all questions completed
 Completed and signed Commitment to Performance, with signature from employer
 Resume
Once these documents have been received, they may be evaluated using the following rubric:27

Criterion

Additional
Pts: 0

1

2

3

4

Past Service
on theNCDA
BoardService toNCDA(other thanboard role,
including
Leadership
AcademyService toState
CDA/other
Assn
Number ofYears
Engaged in
NCDA as amember ingoodstanding.
Holding an
NCDA
Credential
providesadditional
point.
Number ofYears in
CareerDevelopment
Field
Reflections
on leadership
attributes(expressed inopen-ended
applicationquestion)No
experience--

1 term served--

2 or more terms
served< 1 year

1-2 years

3-4 years

5-6 years

7 + years< 1 year

1-2 years

3-4 years

5-6 years

7+ years

6 years
engaged as amember ingoodstanding

7 to 8 years engaged asa member in goodstanding OR 6 years
engaged AND holding
an active NCDA
Credential

9 to 10 years engaged
as a member in goodstanding OR 7 to 8
years engaged AND
holding an active
NCDA credential

More than 10 years
engaged as a member
in good standing OR 9
to 10 years engaged
AND holding an active
NCDA Credential

More than 10
years as amember in goodstanding AND
holding anactive NCDA
Credential

10 years

11-13 years

14-16 years

17-19 years

20+ years

Leadership
attributes areunclear or
not welldescribed

Clearly
names/identifies
leadership attributes(1) Clearly
names/identifies
leadership attributes
AND (2) presents areasonable alignment
between leadership
attributes and the rolein which they are
applying(1) Clearly
names/identifies
leadership attributes
AND (2) presents astrong alignment
between leadership
attributes and the rolein which they are
applying(1) Clearly
names/identifies
leadership
attributes AND(2) presents astrongalignment
betweenleadership
attributes andthe role inwhich they are
applying AND(3) reflects on
where theirleadership
attributes/skills

28were developed,with evident of
impactDescribe
yourcommitment
to andengagementin DEIB in
the field ofcareerdevelopment

Commitment
Commitment to /(1) Commitment to /(1) Commitment to /toengagement in DEIB
engagement in DEIB
engagement in DEIB
engagement
are described withare described withare described within DEIB isclear evidence ofclear evidence ofclear evidence of
unclear or
personal
personal
personal
notreflections/positionality reflections/positionality reflections/positionality
described
AND (2) Addresses
AND (2) Addresses
application of
application of
immediate service
immediate service
delivery environment
delivery environment
OR advocacy or
AND advocacy oroutreach to external
outreach to externalaudiences throughaudiences throughpresentations, teaching, presentations, teaching,writings, or otherwritings, or other
means
means

Trustees:
Pre-Qualifying Criteria
All of the following criteria must be met for to proceed to full application for President-Elect-Elect position.
 A minimum of 3 years engaged in NCDA as a member in good standing A minimum of 5 years of experience working in the field of career development
 Has demonstrated past service in NCDA or a State CDA(For example, committee involvement, commission engagement, state leadership)

Rubric for Evaluating Full Application for Trustee Roles
Requirements:
For the application to move forward, ALL paperwork must be submitted, including: Nomination Application Form, with all questions completed
 Completed and signed Commitment to Performance, with signature from employer
 Resume
Once these documents have been received, they may be evaluated using the following rubric:

29(1) Commitment
to / engagementin DEIB are
described withclear evidence of
personal
reflection /positionality
AND(2) Addresses
applications to
immediate
service delivery
environment
AND advocacy
or outreach toexternal
audiencesthroughpresentations,teaching, writing,or other means.
AND(3) Effectively
acknowledges
how DEIB
experiences will
enhance theircontributions intheir Board
leadership role.

Criterion

Additional
Pts: 0

1

2

3

4

Current
activeengagementin the area of
yourconstituency

Activelyengagedwith lessthan 1 year
WITH
current
engagement

Actively engaged withfor 1-2 years WITH
current engagement

Actively engaged withfor 3-4 years WITH
current engagement in
at least the 2 mostrecent years

Actively engaged withfor 5-6 years WITH
current engagement in
at least the 2 mostrecent years

Service toNCDA
and/or State
CDAs
includingparticipationin the NCDA
Leadership
AcademyYears ofServiceVolunteered
withProfessional
Associations(including
and beyond
NCDA andState CDAs)
Number ofYears
Engaged in
NCDA as amember ingoodstanding.
Holding an
NCDA
Credential
providesadditional
point.
Number ofYears in
CareerDevelopment
Field
Reflections
on leadership
attributes(expressed in< 1 year

1-2 years

3-4 years

5-6 years

Activelyengaged withfor 7+ years
WITH current
engagement in
at least the 2
most recent
years
7+ years< 1 year

1-2 Years

3-4 years

5-6 years

7+ years

3 years
engaged as amember ingoodstanding

4 to 5 years engaged asa member in goodstanding OR 3 years
engaged AND holding
an active NCDA
Credential

6 to 7 years engaged asa member in goodstanding OR 4 to 5
years engaged AND
holding an active
NCDA credential

More than 7 years
engaged as a member
in good standing OR 6
to 7 years engaged
AND holding an active
NCDA Credential

More than 7
years as amember in goodstanding AND
holding anactive NCDA
Credential

5 years

6 to 7 years

8 to 9 years

10 - 11 years

12+ years

Leadership
attributes areunclear or
not wellClearly
names/identifies
leadership attributes(1) Clearly
names/identifies
leadership attributes
AND (2) presents a(1) Clearly
names/identifies
leadership
attributes AND(1) Clearly
names/identifies
leadership attributes
AND (2) presents a
30

open-ended
applicationquestion)

Describe
yourcommitment
to andengagementin DEIB in
the field ofcareerdevelopment

described

reasonable alignment
between leadership
attributes and the rolein which they are
applying

strong alignment
between leadership
attributes and the rolein which they are
applying(2) presents astrongalignment
betweenleadership
attributes andthe role inwhich they are
applying AND(3) reflects on
where theirleadership
attributes/skills
were developed,with evident of
impactCommitment
Commitment to /(1) Commitment to /(1) Commitment to /toengagement in DEIB
engagement in DEIB
engagement in DEIB
engagement
are described withare described withare described within DEIB isclear evidence ofclear evidence ofclear evidence of
unclear or
personal
personal
personal
notreflections/positionality reflections/positionality reflections/positionality
described
AND (2) Addresses
AND (2) Addresses
application of
application of
immediate service
immediate service
delivery environment
delivery environment
OR advocacy or
AND advocacy oroutreach to external
outreach to externalaudiences throughaudiences throughpresentations, teaching, presentations, teaching,writings, or otherwritings, or other
means
means

(1) Commitment
to / engagementin DEIB are
described withclear evidence of
personal
reflection /positionality
AND(2) Addresses
applications to
immediate
service delivery
environment
AND advocacy
or outreach toexternal
audiencesthroughpresentations,teaching, writing,or other means.
AND(3) Effectively
acknowledges
how DEIB
experiences will
enhance theircontributions intheir Board
leadership role.

THE RUBRICS FOR THE OTHER POSITIONS WILL BE FORTHCOMING AS THOSE POSITIONS ARE OPEN
ANNUALLY FOR ELECTION:

31

Once the Nominations and Elections Committee compiles a slate of three candidates per office, the board will approve the slate atits February Board Meeting.
During the Annual Meeting at the conference, a slate of nominees for each of the open board position shall be presented to themembers.
Each candidate for president-elect-elect is required to give up to a three-minute speech at the Annual Meeting.
After presentation of all candidates, the members at the Annual Meeting will vote to narrow each office down to just twocandidates. Once the runoff vote is confirmed, elections will begin immediately and will remain open through the mid-August.
After the conference, online voting will be opened to the rest of the membership. No paper ballots will be mailed. If a member isrequesting a paper ballot, the management team will accommodate and validate the ballot using the members’ ID number to ensure
they are eligible to vote.
No candidate shall perform or endorse campaigning prior to or during the nominations and election procedure. Those parties who
do not abide by this policy will be declared ineligible by the Nominations and Elections Committee and their names will be deleted
from the ballot.
Appeals: A defeated candidate may petition the Nominations and Elections Committee, which will review the appeal and makerecommendations to the Board of Directors.
Procedure for the Election:
The order of candidates will be alphabetical by last name.
As of close of the conference, an electronic e-bulletin will be sent to members in good standing with online voting procedures,
biographical information, and goal statement (information used in the Annual Meeting Report). The timing is as follows:
Annual Meeting (June/July)
Election voting opens
Election Closes

Term Begins

Narrowing Slate to 2 candidates per office.
At the conference for those in attendance; immediately after for general
membership
August 15th or at least 6 weeks after the close of the conference; whichevercomes firstAugust 20: Announcement of Election Results
October 1

Online voting will be done through the NCDA membership database and may start immediately after the slate is approved at theAnnual Meeting. The Executive Director will oversee the process. Tallying of the ballots will be automated and reported to the
President. The candidates receiving the most votes will be declared the winner. All candidates will be notified prior to theannouncement of the election results.
If any questions or disagreements result from the election, the board will use the ACA policies and guidelines to resolve thesituation. All violations and appeals will be handled according to ACA policies.
In following ACA guidelines, candidates are prohibited to campaign. The use of personal funds or any kind of informal
campaigning, such as dissemination of letters, is not allowed. No funds may be appropriated or accepted by any candidate. No
ads or articles about the candidates may be run in any NCDA publication. Oral information about individual candidates is to be
confined to personal communications among members, not involving organized campaign speeches, telephone trees, broadcast email messages, web sites and other activities, which may be construed as campaigning. Candidates, friends of candidates, andcolleagues of candidates may not distribute or mail campaign literature of any kind. At state or regional meetings, the names of all
candidates for an office may be announced and if one or more of the candidates are present, they may be asked to stand and berecognized. They may not speak about their candidacy or as a candidate in front of a group.

32

VII. ACA CONVENTION
Convention Planning
NCDA shall participate in the annual ACA convention. The ACA Governing Council Representative shall be responsible for soliciting andselecting the final NCDA sessions offered at the ACA convention.
The following NCDA events may be held at the ACA Convention: NCDA Executive committee meeting, NCDA Social, or NCDA
Networking Luncheon. The ACA Governing Council Representative will be responsible for representing NCDA at all events.
The headquarters staff will assist in submitting ancillary meeting forms to ACA and planning these events in consultation with the ACA
Governing Council Representative and President.

VIII. NCDA’S ANNUAL CONFERENCE AND OTHER CONFERENCES
A conference will be held annually. The president-elect in the year prior to the conference will have overall responsibility for planning theconference including recommendations of site(s) and development of budgets, with the assistance of the executive director, for Board
approval. The president-elect establishes such committees and liaisons as are required to carry out the planning and delivery of theconference. Guidelines for working with other organizations that will support the conference are provided in Appendix B.
1.

A conference budget will be prepared by the Executive Director and approved by the Board of Directors.

2.

Professional Development Institutes held in conjunction with NCDA conferences or at other times in coordination with
the Board of Directors. Guidelines are presented in Appendix C.

3.

Other planned conferences sponsored by the Association or jointly sponsored with other organizations will be identified
in the annual budget. Conferences not identified in the annual budget may be scheduled as requested by the president andapproved by the Board of Directors.

4.

Exhibitors and advertisers will be informed of NCDA’s non-discrimination policy.

5.

A task force on conference planning, consisting of the president or designee, president-elect, program chair, and theexecutive director, will plan all NCDA conferences. The role of the task force shall be to recommend future sites to theBoard of Directors, plan the conference, evaluate the conference, and make recommendations for the next conference.
The president or designee, with advice and consent of the Board of Directors, shall establish the conference theme, andserve as conference chair. The president may seek the support of the professional development committee in selecting the
programs for the conference. The role of the Executive Director shall be to serve as the conference manager, provide
staff assistance to the task force, and make recommendations to the board of directors on future sites.

6.

The following events will be held during the Conference: Board of Directors meeting, Annual Meeting,State/Organizational Leadership Training, Committee Meetings, constituency meetings, and various receptions. The
NCDA President may elect to deliver a “State of the Association” address during the Annual Membership Meeting.

The president and headquarters staff are responsible for planning these ancillary events including sending ancillary request forms tocommittee chairs, scheduling meetings, sending invitations to receptions, obtaining awards plaques and certificates, and makingsocial/meals arrangements.

33

IX. ADVERTISING
All arrangements for advertisements, income producing or not, except for the Career Development Quarterly, shall be approved by the
Executive Director. All requests will be made in writing and should include a description of purpose, fees, and fiscal arrangements. The
buyer should professionally prepare all advertisements. No advertisement for any product or agency will be considered if the materials oragency mission in any way conflicts with the purpose and/or bylaws of NCDA. NCDA headquarters will coordinate advertising and set
rate structure in consultation with the treasurer, and present copy of questionable advertisements to the President for review.

X. NCDA AWARDS, CERTIFICATES, GRANTS, AND SPECIAL FUNDS
Each year, the NCDA Awards Committee, in collaboration with the Executive Director, as its Board Liaison, manages the National Awards
Program. This committee is responsible for: (a) establishing an application process and announcing it to the membership via the website
and other publications (b) collecting all applications, ensuring they are complete, and disseminating to the committee for consideration; (c)managing the selection process with representation from other committees outlined below for certain awards; (d) notify all winners, those
not selected, and their nominators; (e) submit list of winners to Headquarters so plaques can be ordered before the conference; (f) submit all
winning applications to the Editor of Career Developments for the winter issue; (g) recommend updates to the information in the NCDA
Policies and Procedures Guidelines for the next year. The NCDA Awards Committee will also be responsible for soliciting andcoordinating the nomination of NCDA members for ACA awards and other appropriate external awards. No seated board members orAwards Committee members are eligible to receive any individual NCDA award with exception of the Presidential Recognition
Awards.

Procedures
Responsibilities of Awards Chair/Co-Chair
1.
2.
3.
4.
5.
6.
7.
8.

Recommend a budget to the Executive Director for the upcoming year.
Develop committee (as needed) including representation from other committees outlined below.
Promote awareness of NCDA awards and grants.
Review award or grant applications or nominations with input from committee.
Select award or grant.
Develop wording to appear on the plaque or certificate.
Send request to Executive Director for certificate or plaques.
Solicit and coordinate the nomination of NCDA members for ACA awards and other appropriate external awards.

Responsibilities of Board Liaison and Headquarters Staff
1.
2.
3.
4.
5.
6.
7.

Help develop and approve plan of work.
Monitor promotion and decision process.
Communicate special needs or concerns to staff.
Prepare plaques and certificates as specified by responsible person.
Arrange to have plaques and certificates at the appropriate location for the award.
Mail plaques and certificates when appropriate.
Monitor payments of grant monies.

34

Description of Awards and Certificates
NCDA Awards – all budgeted from the Awards Committee budget unless otherwise stated. Criteria is posted on the NCDA
Website.
Award Name

Committee/Person Responsible

Those awards managed by the Awards Committee with representation from other committees include (limited to one per year unlessotherwise stated):
•
•
•
•
•
•
•
•
•
•

Diversity Award
Fellows (limit of 3)
Graduate Student Research Award/Grant
International Practitioner Award
Legislative Award
Merit Award
Outstanding Service to Intl Students
Outstanding Career Center Awards (2)Outstanding Career Practitioner
Outstanding State Divisions (2)Awards Committee (include DICI rep)
Fellow subgroup of 3 selected by the President
Research CommitteeAwards Committee (include GCC rep)
Awards Committee (include Gov Relations rep)
Awards CommitteeAwards Committee (include Global Connections rep)
Awards CommitteeAwards Committee
Trustee for State Divisions

The Publications Awards will be selected by:•••

Career Convergence Article of the Year
CDQ Article of the Year
CD Article of the Year

CC Editorial Board
Research Committee
Career Developments Editorial Board

A special work group of the past 5 recipients will select:•

Eminent Career Award

Eminent Career Award Committee

The Board recognitions, which are not subject to a nominations process, will be handled by Headquarters and include:••••

Past President Recognition
Incoming President Recognition
Outstanding Board Service Recognition (outgoing members)
Presidential Recognition (3)35

XI. STANDING COMMITTEES, SPECIAL COUNCILS,
AND SPECIAL COMMITTEES
Committees and special ad hoc groups carry out activities related to membership services and professional action needs. Chairpersons ofthese committees report to the NCDA Board through a board liaison and provide annual plans, budget requests, progress reports, and otheritems as requested. Each committee chairperson and committee members must be members in good standing to serve. Each chairperson is
responsible for submitting a mid-year and end-of-year report which is included in the Annual Report. Each report should contain: (a) nameof committee/ad hoc group, (b) name of chairperson, (c) purpose, (d) activities completed to date, and (e) goals for the remainder of theyear. Committee reports should contain names of the members as well. Reports are to be submitted to the Executive Director and should
not exceed two pages.
Travel to the ACA convention or NCDA conference will not be paid unless approved through board vote. In addition, it is not customary
for money to be paid for travel to committee or ad hoc meetings. Therefore, requirements for travel, hotel, or per diem money must be
spelled out in the plan of work and budget and approved by the Board. The duties of committee and ad hoc group chairs and board liaisons
are listed below:
Duties of Committee Chairs
1.

Constitute a committee and plan for leadership succession using the following procedure.
a. Determine Primary Committee Co-Chair – more tenured leader who ultimately leads the work of the committeeb. Select a Secondary Committee Co-Chair – this person will eventually take over upon the departure of thePrimary Committee Co-Chairc. Select a Co-Chair Elect – this person will follow the Secondary Committee Co-Chair when that person moves up
to the primary position.
2. Develop a plan of work and budget. Send to president-elect and Board liaison within 30 days of the end of the fiscal year.
3. Receive communication from Board liaison as to approval of budget and plan of work by early October.
4. Carry out plan of work. Communicate with Board liaison monthly as to progress and problems. Report issues to liaison thatneed to be discussed at Board meetings.
5. Write 2 reports annually - a mid-year report due on mid-March and a year-end “Annual Report” by early September.
6. Send reimbursement vouchers to Board liaison for approval.
7. Chair committee meeting at convention to discuss plan of work for next year and recruit new members.
8. Communicate the activities of your group through the NCDA Online Career Convergence Magazine. Write at least one article
each year.
9. Consider hosting a webinar or other NCDA Professional Development activity – make request through the Board Liaison.
10. Be sure to have consistent co-chairs identified so committee secession stays intact to continue the work.
11. Transfer files and relevant historical records to the person who takes over your responsibilities.

Duties of Board Liaisons
1. Communicate monthly with each committee or ad hoc group chair for which you are the liaison.
2. Receive and review plans of work and budgets and make recommendations to the president-elect.
3. Assist chairs with problems and ideas.
4. Communicate relevant Board decisions as soon as possible after meetings.
5. Review and approve reimbursement vouchers and forward to treasurer.
6. Communicate significant problems to the president between Board meetings.
7. Report and advocate for your committee and ad hoc groups at Board meetings.
8. Make recommendations to the president-elect for continuation of committee and ad hoc group chairs or nominate replacements.
9. Attend all Board of Director meetings.
10. Attend committee and ad hoc meetings at the Conference.
Appointment of Committee Chairs
The president-elect shall appoint half of all the chairs of standing and ad hoc committees in consultation with the president and executive
director subject to confirmation of the appointees by the Board of Directors. Terms of office for all appointees shall be for two years(except as otherwise noted) and shall coincide with the fiscal year of the Association (October 1 – September 30). No member of the36

Association may serve as Chair of more than one committee or ad hoc group. The Chair must designate the members of her or his
committee or ad hoc committee for a term of one year or until the appointment of their successors. Each member of a committee must hold
NCDA membership and remain in good standing. Chairs and members may be reappointed.

NCDA Editors and Editorial Boards
Career Development Quarterly Journal
The Career Development Quarterly (CDQ) is the official journal of NCDA. The editor is responsible for editing and preparing four issuesof the CDQ per year, preparing an annual report and budget statement for the NCDA Board, and for coordinating business functions of the
CDQ with ACA officials including plans for expansion of subscriptions. The CDQ Editorial Board Members are recommended by theeditor and approved by the board. They serve two-year terms, with a limit of 3 teams (6 years), with one-third of the members appointed
each year. The Editorial Board is responsible for editorial policy and content of the CDQ. The annual subscription fees for the CDQ are set
by Wiley and approved by the NCDA Board.
The editor serves a three-year term and may be reappointed for one additional consecutive term. Applications for the position are due by
February 1st (typically this would occur in the current editor’s second year of a three-year term). Interviews of finalists take place at either
the ACA or NCDA Conference. Applications must include vita, sample publications, three letters of reference, a 1-2 page statement
discussing the applicant’s vision for the CDQ, and a letter of support from the candidate’s employer.
The following qualifications are desired in candidates: 1. previous experience as an editor or editorial board member. If the latter, thenpreferably with the CDQ. 2. Earned doctorate in counseling or a related Field. 3. Membership in NCDA. 4. A vision for CDQ that is
consistent with the journal’s purpose and mission. 5. Significant publication record. 6. Evidence of strong organizational skills. 7.
Employer/Institutional support for serving as editor.
In selecting a new CDQ Editor, a chair of the search committee is selected among the committee, which includes the NCDA Executive
Committee, Board Liaison to CDQ, and Chair of the Research Committee. The NCDA President must approve the selection. The chair
drafts the Call for Editor Announcement and distributes it to the NCDA Career Developments, CDQ, Career Convergence, website, ACA
Counseling Today, as well as to other application organization’s newsletters and websites. The search committee interviews finalists during
the annual NCDA Conference and recommendations are made to the NCDA Board. The final Board decision is made at the next board
meeting. The board will set an annual honorarium for the editor when setting the annual budget.
Requests for Translation and Reprint of CDQ Articles
NCDA encourages the translation and reprint of CDQ articles. Such requests should be submitted to Wiley for processing. NCDA
receives royalties from Wiley annually.
Career Developments Magazine
The NCDA news magazine, Career Developments, is published four times each year to offer members professional development articles
and information about Association activities. The news magazine editor is an NCDA member appointed to a three-year term by thepresident and approved by the board. The editor develops a publication schedule and communicates deadlines with associate editors, andcommunicates themes, deadlines, and other concerns to the board. Generally, deadlines are as follows: June 8 for Fall issue, September 8
for Winter issue, December 8 for Spring issue and March 8 for Summer issue. The board may authorize electronic issues (as opposed toprint copy) as applicable.

Career Convergence Web Magazine
NCDA maintains a web magazine entitled Career Convergence. The Website Magazine Editor, in coordination with associate editors
manages this magazine. The magazine is posted on the NCDA website and is available to the general public. The board will set the annual
honoraria for the Website Magazine Editor.
Requests for Reprints of Career Developments or Career Convergence Articles
1.

2.

All material in Career Convergence and Career Developments is copyrighted. The Legal Notice & Disclaimer is placed
visibly on the website. This policy was added online on 8/27/03 with a statement such as “Please do not reprint without
permission.”Anyone wanting to reprint an article from either magazine must contact the Editor to request permission.
37

3.
4.

Reprint permission will be granted to all reasonable requests on a case-by-case basis. The Editor will track permissions.
The following statement will be included with all reprints:"This article originally appeared in NCDA's (web magazine, Career Convergence at www.ncda.org) or in Career Developments,
add issue date and volume number.)
Copyright National Career Development Association, (month) 20xx. Reprinted with permission."Standing Committees
Awards Committee (2-year term)
The Awards Committee has responsibility for recommending policy on competitive awards listed in Section X.
Bylaws Committee (2-year term)
Responsibilities of the Bylaws Committee include recommending changes in the bylaws to remove any ambiguity and to improve thefunctioning of the Association. The committee also monitors changes in the ACA Bylaws and recommends changes in the NCDA Bylaws
to make them consistent with those of the parent organization. The Bylaws Committee is responsible for drafting proposals, preparing
amendments to the Bylaws, and the final wording of amendments passed by the membership. The committee also carries out otherfunctions as may be assigned to it by the NCDA Board.
Diversity Initiatives and Cultural Inclusion Committee (2-year term)
The Committee on Diversity Initiatives and Cultural Inclusion works to raise awareness and promote equity and access within themembership and leadership of the National Career Development Association (NCDA). We seek to create an inclusive organization
where diversity is viewed from an intersectional perspective, acknowledging the ways in which race, ethnicity, socio-economic
status, age, gender identity & expression, mental and physical (dis)ability, sexual orientation, religion, and other identity categories
exist along axes of power, privilege, and oppression. The committee aims to provide resources and training to educate andempower members regarding best practices related to diversity in career development practice and research and to serve as a hub
for diversity conversations and initiatives within NCDA.”
Eminent Career Award Committee (1-year term)This highest award is intended to recognize major contributors and creative leadership in career development. The award (which is not a
mandatory annual award) is presented at the annual NCDA. See Eminent Career Award section for more information.
Ethics Committee (2-year term)
The Ethics committee is responsible for: (a) educating the membership as to the Association’s ethical standards; (b) making suggestions to
the NCDA Board for the modification or development of ethics-related documents and procedures; (c) responding to questions about ethicalstandards and the ethical behavior of NCDA members; and (d) investigating (if called upon by the ACA Ethics Committee or the NCDA
Board) complaints of alleged violations of the ethical standards of ACA and NCDA and referring complaints to ACA for adjudication, if
necessary.
Global Connections Committee (2-year term)
The Global Connections Committee was formed to unite counselors worldwide who have expressed interest and concern about
international policies and practices in career development. The committee achieves this goal by playing an active role in hosting
global participants at the NCDA Annual Conference, recognizing global leaders through the International Career Practitioner
Award, coordinating collaborating with International Career Development Associations as partners in strategic initiatives, andrepresenting issues of global career counseling practice worldwide through information dissemination and advocacy.
Government Relations Committee (2-year term)
The Government Relations Committee shall be responsible for: (a) sensitizing NCDA members and their colleagues to present and pending
school and educational issues that warrant legislative action; (b) promoting, developing, and monitoring federal legislation relevant tocareer development services; (c) providing state division presidents with information necessary to act locally upon national legislation,
appropriations, and related matters; and (d) extending the professional contacts of NCDA/ACA members to persons outside the profession
who are equally concerned with legislation affecting career development services.
Graduate Students (2-year term)
The Graduate Student Committee, managed by graduate student members, will provide engagement and professional development
opportunities for NCDA’s graduate student members. The committee will work on increasing graduate student members, create
38initiatives geared towards graduate students, and develop programs to help graduate student members increase knowledge on thefield of career development.
International Student Services (2-year term)
The NCDA International Student Services Committee aims to increase the understanding of career development experiences and the needsof international students. The committee provides resources and best practice examples to the NCDA members and career development
professionals who work with international students in the U.S. Involving a diverse team of dedicated career services practitioners who workwith international students on a daily basis, this group advocates for the enhancement of culturally competent career development services,
programs and resources that help international students create meaningful career paths in the U.S. and beyond.
Leadership Academy Alumni Committee (2-year term)
Now that the group of Leadership Academy graduates has reached a substantial number, it is important to take advantage of the collective
leadership power of the group. The main goal of the program is to generate leaders for committee chairpersons and the NCDA board. The
LA Alumni Committee will provide a program at the Conference for alumni and will generate ideas for including more LA alumni in
NCDA programs and services.
Leadership Academy Development Committee (2-year term)This committee, whose members are selected through an application process rather than self-selected, and whose purpose is to manage theLeadership Academy by establishing or revising policies and procedures, by reviewing applications and selecting participants, bycoordinating L.A. training and other activities for the participants, and by communicating with the participants of both the incoming andoutgoing classes throughout the year.
Membership Committee (2-year term)
The Membership Committee aims to increase NCDA membership as presented in the NCDA Strategic Plan. The committee is
responsible for identifying and activating new methods, ideas and strategies while supporting an infrastructure for sustainability of
new members. The committee will analyze retention data and utilize existent resources to achieve increased response rates forrenewal and engagement. They should be familiar with and collaborate with other NCDA work groups to reinforce the entire
strategic plan of diversity of membership, leadership, and professional identity.
National Career Development Month Committee (2-year term)This committee is responsible for coordinating a national kit of materials reflecting the importance of career development as a practicalresource for professionals in promoting the concept of career development. Each year the committee, in consultation with the president,
recommends a theme for NCD Month as part of the nationwide observance of career development. The committee designs the kit, obtains
materials for the kit, coordinates activities with the national poster and poetry contests, disseminates kits nationwide, and assists with the
publicity activities at professional Association conventions.
Nominations and Elections Committee (Chair, immediate past-president; 1-year term)
The Nominations and Elections Committee is chaired by the past president and includes the president, the two most recent past presidents
and two persons elected by the members at the Annual Meeting. The committee is responsible for presenting a slate of candidates at theAnnual Meeting held during the Conference annually. Nominations and elections will be conducted in accordance with the NCDA Bylaws.
Specifically, the nominations and elections chairperson is responsible for the following tasks: soliciting names of appropriate nominees forthe position from NCDA members, developing a list of any bylaw-related criteria from each officer; having the nominees prepare
background statements for presentation to the Annual Meeting; presenting nomination slate to Board of Directors at the initial board
meeting at the national convention; conducting the election on the floor of the Annual Meeting; and informing the candidates of the final
vote outcome. No candidate will perform or endorse campaigning prior to or during the nominations and election process. Those parties
who do not abide by this policy will be declared ineligible and their names will be deleted from the ballot. A defeated candidate may
petition the Nominations and Elections Committee, which will review the appeal and make a recommendation to the board.
Research Committee (2-year term)
The Research Committee provides oversight to any research NCDA conducts, is asked to participate in, or awards grants to. Such oversightmay include coordination of samples, surveys, etc.; screening research proposals for NCDA grants; suggesting research topics for NCDA
members; and identifying career research needs.
The NCDA Research Committee, in order to reach beyond the boundaries of our discipline should annually identify and recognize a highprofile research report and a book that is conducted, developed, and/or produced by individuals and organizations that advance beyond our
traditional perspective. The selected report and book should be highlighted on the NCDA website. In addition, the Research Committee

39

may select the outstanding research article from the CDQ each year and award it at the annual conference. The number and scope of the
grants will be determined annual by the budget and fundraising efforts.
The Research Committee may also solicit sponsors for the following:
1. $250 Master’s level research grant submission
2. $500 Doctorial level research grant submission
3. $1000 Counselor educator research grant submission
NCDA member sponsor donations may be named in the name of an outstanding former or present member of the Association, who in thedonor’s judgment made a major contribution to the association or the body of knowledge of career development.
In return, the member sponsor will be granted a complimentary NCDA annual membership for the duration of the sponsorship.
Technology (2-year term)
The NCDA Technology Committee provides recommendations to the Board on technology development, concerns and issues
relevant to NCDA as an organization and its members. The objectives of the committee are:
• To report to the NCDA organization and Board and provide feedback about technology with distinctions between
efficient and effective use• To assist NCDA in identifying online platforms for members to participate in networking and professional development• To maintain a database of knowledge experts who conduct training and development on technology in careerdevelopment• To develop systems to distribute guidelines and techniques on the use of technology in career development• To cross-collaborate with other NCDA committees on the integration of technology, as appropriate.
• To establish polices related to NCDA’s social media presence.
Veterans (2-year term)
The Veterans Committee was formed in mid-2011 to provide a forum for discussion of veterans’ career and employment issues
within NCDA. Initial goals of the task force are: 1) To establish a means for NCDA members interested in veterans’ issues tocommunicate with each other; 2) To advise the association on projects related to veterans; 3) To encourage presentations on
veterans’ issues at the annual conference and other professional development opportunities; 4) To encourage research andpublication of articles on career development issues related to veterans; and 5) To provide resources on veterans’ issues for NCDA
members. The task force has instituted a LinkedIn discussion group.

Special Councils and Commissions
The membership on the NCDA Councils (Publications Development Council and Training and Education Council andCommissions (NCDA Credentialing Commission) requires specialized knowledge. As such, members are to be selected from apool of qualified applicants. Annually in January or February, each Chair of the council/commission and /or the NCDA
Headquarters staff liaison to the council/commission will send an open call for potential applicants to serve with clear criteria for
selection. The council/commission (or a subgroup) will review the applications and make a recommendation to the board via theboard liaison. The board will approve the new member(s) during its meeting. This will allow the new members to attend thecouncil/commission meetings at the annual conference.
The membership should be on a rotating basis with 1/3 of the members coming on and rotating off each year. Each member shallserve for a term of 3 years starting October 1 and ending September 31st. Terms limits are set at 2 three-year terms for all councils
and commissions. The board will appoint a board liaison each year.
The chair should be recommended by the council/commission members and approved by the board. The chair should serve for 1-2
years as determined by the members. A chair may repeat a 1-2 year term with the recommendation of the members and approval of
the Board. The new incoming chair should plan to meet with the outgoing chair at the annual conference.
The chair of the council/commission will meet with the NCDA Board Liaison and with NCDA headquarters staff at the annual
conference or by telephone conference call to ensure open communication and direction.
The council/commission will recommend policy changes to the board for approval. Approved policies will be put in the Policies
and Procedures Manual by the NCDA headquarters staff.
40

Vacancies that occur during a member’s term will be filled with an open call for qualified applicants, with council/commission
recommendation of an individual(s) to the board for approval.
Specific responsibilities of the various Councils and Commissions include:
Training and Education Council (TEC)
The NCDA Board created the Training and Education Council (TEC) to provide oversight and advisement of NCDA’s three training
programs including Facilitating Career Development (FCD), Career Practitioner Supervision (CPS) and School Career Development
Advisor (SCDA) and any such future training curricula approved by the Board. Their duties will include oversight, advisement, and quality
control of the FCD, CPS, and SCDA Training Programs. A TEC board will include representatives knowledgeable in NCDA’ Training
Programs and continuing educational programming.
Credentialing Commission
The Credentialing Commission is formed to serve the general public and the career services community by using NCDA standards
and ethics for defining roles in the field of career services and recognize those who demonstrate and maintain a high level ofprofessional competency.
The credentialing commission will:• use NCDA standards and ethics and change as they change.
• become a Commission under Article IX, enabling the NCDA Board to review its charge and function.
• report on its progress and activities regularly to the Board. A Board liaison will report back to the Board frequently.
Specific policies for the Credentialing Commission in included in Appendix H.
Publications Development Council (PDC)The Publications Development Council (PDC) will coordinate the development of a high-quality publications program that meets member
needs, advances the field of career development, and increases the number of publications generating income for NCDA activities. This
council consists of 4-6 members and is selected through an application process.
Council Responsibilities:• Reviewing and editing NCDA guidelines for selection of new publications and resale products; differentiating between
major and minor publications• Soliciting and reviewing proposals, selecting projects, coordinating with staff coordinator about contracts, reviewing
manuscripts and providing feedback to authors, and forwarding materials to copy editors• Receiving and reviewing resale items for potential distribution agreements• Developing a publications calendar and projecting new release dates• Developing a marketing plan for all publications, in consultation with the NCDA Marketing Coordinator• Selecting one member of the council to act as Chair of the PDC• Developing a vision for the council• Working with the staff liaison to identify ways to post publications excerpts, table of contents and chapters that will behighlighted in the Career Convergence Magazine.
• Reporting to the NCDA Board of Directors and providing feedback about budgets for publications• A member with specialized roles and responsibilities may be added with Board approval.
Criteria for Selection of Members:•
NCDA member in good standing•
History with publication development, marketing, and distribution•
Ability to attend and actively participate in the Publications Development Council meetings/calls 4 times per year•
While on the council, members should eliminate his/herself from the discussion when recommendation are made about
his/her own publication/manuscript

Academies

41

NCDA has three academies that include the Leadership Academy, Counselor Education Academy, and the Career Teaching
Academy. Each are run by volunteer groups lead by the Chair and Co-Chair with support of a Board Liaison.
Leadership Academy:
The Leadership Academy was created in 2006 with the goal of the identifying and nurturing future generations of NCDA Leaders.
Up to eight NCDA members will be selected to join this hands-on, highly experiential leadership development opportunity
designed specifically for promising national and state career development association leaders. NCDA's Leadership Academy willrefine and strengthen the leadership skills of those selected for this dynamic program. The Leadership Academy Development
Committee is responsible for the program and submitting a budget request annually for its activities. See the Leadership Academy
Handbook for more information.
Counselor Education Academy:
The Counselor Education Academy (CEA) is focused on enhancing career development training within counselor education
professional delivery at colleges and universities higher education programs. NCDA has called for an initiative to improve,enhance, and lead the effort to systematize, for sustainability, career education and development programs in the nation’s K-12
schools and the counselor preparation programs nationwide. The intended participants are from the Counselor
Education/Researcher Constituency teaching career counselors at the graduate level and will be selected by the CEA organizers
annually, based on an application process and includes a budget from the NCDA Board to cover costs during the event. The CEA
is normally held as a pre-conference activity before the National Conference. The organizing group must submit a plan and budget
for approval prior to the application process beginning.
Career Teaching Academy:
Like the CEA, the Career Teaching Academy (CTA) is focused on enhancing career development training within courses thought
at the undergraduate level. This academy is focused on those from the Higher Education Career Counselors/Specialist
Constituency who teach undergraduate career planning courses. This academy is for select career professionals who are new to or
began teaching career planning courses within the last 5 years in a higher education setting. Best practices and progress in the areaof career planning course development across the profession will be shared. Like the CEA, the CTA is based on an application
process and includes a budget from the NCDA Board to cover costs during the event. The CTA is normally held as a preconference activity before the National Conference. The CTA organizing group must submit a plan and budget for approval prior
to the application process beginning.

Special Ad Hoc Committees
Brain Trust (Chair, immediate past-president; 1-year term)This is an ad hoc committee comprised of NCDA past-presidents, eminent career awardees, fellows and past NCDA executive directors. It
is chaired by the immediate NCDA past-president and meets at the discretion of the past president at the ACA convention and/or the NCDA
conference. The purpose of the group is to provide creative input about trends, needs, and possible NCDA program options to the President
and Board. It has no policy-making authority.
Presidential Task Forces (1-year term)
Periodically, the President will convene special committees to address a new constituency or population. A chair is selected based on thework that needs to be done. Depending on the success and need for the committee, it may be eliminated, continue as an ad hoc committee,
or promoted to a standing committee the following year.

XII. CONTINUING EDUCATIONNCDA offers continuing education contact hours in a variety of professional development opportunities as outlined in the NCDA
Continuing Education Manual. This manual is periodically updated by the Credentialing Commission.

XIII. ENDORSEMENTS MADE BY NCDA
NCDA selectively endorses government-produced career development products/materials/programs, which are made available at no cost.
An ad hoc committee will review all requests and will submit a recommendation to the Board.

42

APPENDICES43

APPENDIX A
Annual Plan for Standing andSpecial Ad Hoc Committees
NATIONAL CAREER DEVELOPMENT ASSOCIATIONANNUAL PLAN
STANDING OR SPECIAL AD HOC COMMITTEE
Directory Information
Please complete this cover sheet and Plan of Work on the next page and submit to HEADQUARTERS BY September 6.
Name of Committee or Group
Chairperson’s Name
Preferred Mailing Address___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Office Telephone ____________________
Home Telephone _____________________FAX Number____________________
e-mail address ______________________
Members: Please attach a separate sheet listing the names and contact information for current committee members.

Budget Request
Purpose______________________________________________________________________________________________________________________________________________________________________________________________________

Amount__________________________________________
Total_______________

Return to: ___________________________________________
Fiscal Policy
No person who has responsibility for spending monies allocated and approved as the NCDA Budget for a particular fiscal year shalloverspend the approved amount without additional approval. The Board members with direct responsibility as liaison for a particular
NCDA entity may approve up to 10% or $100 (whichever is greater). Any amount over 10% or $100 (whichever is greater) must be
approved by the treasurer in consultation with the executive committee. Original receipts that directly document the business purpose of
the expenditure must accompany all requests for reimbursement.
Expenses to be reimbursed must be submitted within 90 days of the time that the expenses were incurred. Failure to do so will result in
nonpayment. Appeals to this policy may be made to the executive committee.

44Plan of Work
Goals and Objectives

Activities

Complete Date

45

APPENDIX B
Guidelines for Co-Sponsoring Organizations
for the annual Conference
Organizations can participate as “Co-Sponsoring Organizations” in the annual Conference by contributing an agreed upon combination of
the following:
1. Promoting the conference to their members or constituents, through mailings, magazine articles, announcements, etc.
2. Identifying presentations that focus on the organizations’ needs and incorporate the conference theme.
3. Organizing a pre-conference workshop within the conference theme targeted to bring their constituents together withother workshop attendees. The organization must assume all financial obligations for the workshop.
4. Organizing an interest section program during the conference to focus on bringing their constituents together with otherinterested NCDA or conference attendees. Featured speakers may also be chosen and all costs must be assumed by theorganization.
5. Sponsoring a hospitality breakfast, lunch, dinner or break or providing other supportive funding.
6. Sponsoring a local field trip or social event.
7. Identifying persons to act as session chairpersons or facilitators, providing persons to help with registration and providing
persons to help with other tasks as needed.
In exchange, “Co-sponsoring Organizations” will receive an agreed upon combination of the following benefits:
1.
2.
3.
4.
5.
6.
7.

Listing on brochure advertising conference.
Listing on the program agenda.
Recognition of a representative at a general session, the banquet or at other appropriate time during the conference.
Inclusion of one piece of literature or one flyer in the registration packet along with conference agenda.
Space for display of materials on a common display table in the exhibit area.
Brief description of the “Co-sponsoring Organization” in Career Developments and other conference publications
Revenue sharing based on the conference budget and sponsor agreement.

Please note:

Since NCDA has sole fiscal, planning and implementation responsibilities for the conference, the board of directors will
determine the specifics of the budget and revenue sharing each year. While NCDA seeks other organizations interested invarious levels of participation, the board of directors reserves the right to approve the conditions of any agreement.

46

APPENDIX C
Guidelines for NCDA-Sponsored
Professional Development Institutes
Providing quality professional development to its members and to other interested professionals is a priority and goal of NCDA. To
achieve this goal, NCDA conducts a variety of programs and activities, including workshops or professional development institutes (PDIs)
held in conjunction with the NCDA national conference or at other times. Pre-conference PDIs are workshops of various lengths for whichcontact hours of continuing education credit are granted.
PDI Proposal Criteria and Approval
The PDI plan is set annually by the President and the Program Chair. PDIs may be invited, competitive, or a combination of both. The
following criteria are used in the process of selecting PDIs: (1) expressed or identified need for the program, (2) the timeliness, quality andcreativity of the proposal, and (3) the qualifications and experience of the presenter(s). Each PDI will have a chair/organizer who may be
the sole presenter or one of the presenters for the PDI. To be considered, a complete proposal must be submitted. A complete proposal will
include an agenda for the PDI; names, addresses and qualifications of presenters; materials to be used; audio-visual and space needs; andbudget if funding is requested.
It is assumed that a PDI will, at minimum, be self-supporting financially and will attract at least 25 to 35 participants. It is also assumed
that the program organizer and presenter(s) will be registered at the conference for convention at which the PDI is presented.
Duties and Responsibilities
The PDI is organized and administered by NCDA conference staff in collaboration with the PDI chair/organizer, using the following as a
guide.
NCDA will:
1. Provide assistance in the development of the PDI agenda.
2. Prepare promotion materials (flyer and ad copy) and publicize the PDI in the NCDA Magazine and other media, as
appropriate.
3. Establish deadlines and registration fees. Receive and process registrations. Cancel PDI in the event of insufficientregistration (usually 2-3 weeks prior to the conference) and notify presenters and registrants of the cancellation.
4. Arrange for room for the PDI, including equipment, site registration, attendance verification, PDI certificate andcontinuing education credit.
5. Collect registration fees, pay bills, and account for funds.
PDI chair/organizer will:
1. Prepare program proposal, including agenda, activities and materials and budget (if requested) for NCDA approval.
2. Contact presenters and obtain written agreement to participate in the PDI. Obtain audiovisual release, whereappropriate. Submit to designated conference staff of NCDA executive director.
3. Notify conference staff of equipment and materials needs.
4. Conduct workshop in accordance with approved proposal.
5. If funding is requested, maintain record of approved expenses and submit vouchers and original receipts to NCDA
president for approval.
Financial Commitments
PDIs may be funded or revenue shared, depending on the negotiation between the PDI organizers and the selected presenter(s). In somecases, organizations will fully sponsor a PDI’s expenses with revenues staying with NCDA. In other cases, NCDA funds the presenter at alimit of $600 per PDI, which can be shared among presenters. In other cases, NCDA revenue shares with presenters with a pre-arranged
financial split. Lodging, registration, and other expenses are negotiated annually with each PDI presenter.

NCDA Contribution
NCDA will make the following contributions at no expense to presenters:
1. Promotion of PDI
2. Registration of attendees
47

3.
4.
5.
6.
7.
8.

Physical meeting space
AV equipment
Refreshments
On-site PDI coordinator and volunteer facilitator in each PDI.
CEU credit and certificate
Evaluation of PDI with feedback to presenter48

Appendix C-2
Guidelines for NCDA-Sponsored Webinars
A webinar is a live online presentation using one’s computer to deliver information to participants who are viewing theinformation and listening to the presenter via an electronic device. Participants are able to submit questions and comments during
the presentation. For NCDA’s purposes webinars are 1 hour in length. Payment is $600 which may be shared by multiple
presenters, if desired. (is hosting by an NCDA committee, the stipend is not offered)
The NCDA Board of Directors is responsible for identifying and recommending quality webinar topics and presenters to the
NCDA board. Webinar topics can be based on a) suggestions from an NCDA committee, b) an NCDA member, c) surveys ofprofessional development needs, d) new initiatives in the field of career development, or e) career development experts.
Approximately four webinars are scheduled each year.
To arrange for a webinar, a potential presenter
1. Completes a short proposal form as below and submits it to the NCDA Management Team review.

2.

Title of Webinar
Name and Title of Presenter:
Rationale for Topic:
Relevance to NCDA’s Mission and Resources:
Learning Objectives (3-4):
General Outline of Content (as detailed as is reasonable):
Resources/Sources Used:
Example PowerPoint Slides You Have Developed (2 of your best)
Listing of 2-3 Previous Webinars You Conducted and for Whom:
Recording of Any Previous Webinars OR Contact Information of a Person Who Can Recommend You as a Presenter:
Bio and Photo: One page or less
Make any suggested revisions or additions to the proposal as requested by the Board.

Once topics are reviewed favorably by the Board and the information is submitted to the NCDA management team.
NCDA management team will:
1. Contact the presenter to negotiate a date and time for the webinar.
2. Prepare an agreement.
3. Announce the webinar to the NCDA members and others through various electronic means.
4. Submit information to the web editor for publication if appropriate and timely.
5. Establish registration options and fees.
6. Work with the presenter to understand the webinar platform (currently WEBEX).
7. Provide assistance and support to attendees and the presenter at the time of the presentation.
8. Record the webinar for future sales.
9. Provide evaluation questions to the attendees at the conclusion of the webinar.
10. Compile the evaluation results and submit them to the presenter and the Continuing Education Committee Chair.
11. Create and send the certificate of attendance to the attendees with the appropriate CEU clock hours.
12. Post the recorded webinar and announce it for sale.

49

APPENDIX D
Annual Meeting Report Format
Format1.

Name of Committee or Group -- centered at top of page2.

List of names of members (alphabetized by last name; do not include addresses)

3.

Outline of Committee Activities to Date

4.

Outline of Projected Plan through September 30 of the applicable year.

5.

Limit the length of your report to 1 page.

6.

Prepare headings as follows

NAME OF STANDING OR AD HOC COMMITTEE(all caps, bold and centered)
List of Members(upper/lower case, bold, flush left)

Committee Purpose(upper/lower case, bold, flush left)

Committee Activities to Date(upper/lower case, bold, flush left)

Projected Plan through July 30, 200X

(upper/lower case, bold, flush left)

50

APPENDIX E
Procedure for Submitting Product Development Proposal
To NCDA’s Publications Development Program for Review
Updated October 2016
NCDA Mission Statement
The National Career Development Association (NCDA) is a division of the American Counseling Association (ACA).
The mission states: The National Career Development Association (NCDA) provides professional development, publications,standards, and advocacy to practitioners and educators who inspire and empower individuals to achieve their career and life
goals.

In an effort to provide products that meet membership needs, the NCDA Publications Development Council (PDC)
welcomes proposals from potential authors for new publications that NCDA should consider publishing.
Before Submission
Prior to submitting a proposal, the lead author should contact the PDC Chair to discuss the publishing idea and to learn
more about the NCDA publishing process. This informal consultation will save time and resources for the development and later
review of the proposal. Following this discussion, the PDC chair will send the author a copy of the Review Sheet used by the PDC
in reviewing a Product Development Proposal when it is submitted. A sample of the contract, or Authors Agreement, should also
be shared with the lead author. (NCDA will not commit to publishing without a signed Agreement.) The lead author is required tomaintain membership with NCDA from proposal through publication.
Procedures:

1. An electronic copy of the proposal should be sent to the NCDA Publications Development Director, Melanie Reinersman<mreinersman@ncda.org>. This will be distributed it to the PDC Chair and other members for review.

2. Reviewers return written evaluations (the Review Sheet) to the Publications Development Director within three (3) weeks
of receipt.

3. Following a discussion of the proposal by PDC members, a decision will be made to (a) recommend publishing the work
4.
5.
6.
7.

as presented, (b) recommend publishing the work after revisions to the proposal are successfully made, or (c) notrecommend the proposed work to the NCDA Board.
If the proposal is revised by the authors following PDC comments, PDC will make a final recommendation aboutpublishing the work within two weeks of the resubmission.
The PDC Chair recommends action to the NCDA Board based on the outcome of the PDC review and further discussion
with the author.
If the proposal is accepted, the Publications Development Director secures from the author a signed Agreement.
PDC will designate two members as consulting editors to work with the authors on the content of the work. The
Publications Development Director will continue to serve as an editor and complete the publishing process.

Proposal Format to be submitted by lead author:

1. Title of Publication
2. A 100-word summary of the proposal, to provide a quick overview (similar to what is seen in the online NCDA Career
3.

Resource Store)
Indicate whether a Monograph or Book:
Monograph: manuscript is approximately 100 pages double-spaced, 1-inch margin, practitioner oriented and focused on asingle topic related to career counseling or career development.

51

Book: manuscript is a minimum of 175 pages double-spaced and focuses on issues, research, history, or other topics
related to career counseling or career development that yields knowledge or understanding.

4.
5.
6.
7.
8.

Author(s)Contact Information
Author(s) Vita
Description of the Intended Audience and Description of the strategies the Author will employ to market the publication
Publication Category(ies)
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)

Career Development Theory and Models
Individual/Group Counseling and Facilitation Skills
Assessment
Career Information Resources/Curriculum/Activities
Program Planning/Promotion/Management/Implementation
Coaching/Consultation/Performance Improvement
Specific Populations
Supervision
Ethical/Legal Issues
Research/Evaluation
Technology
Career Planning and Job Seeking Resources

9. Work Setting(s) this would be useful in
a)
b)
c)
d)
e)
f)
g)

K-12
Post-secondary
Non-profit
Government
Business and Industry
Independent/Private PracticeCounseling Education & Research

10. Media Typea) Printb) Videoc) CD-ROMd) DVDe) Electronicf) Other
11. Detailed outline of the product or table of contents
12. 400-word summary that describes the materials including the content (e.g., case studies, activities, reflections, etc.) andaddresses the items on the PDC Review Sheet for a Product Development Proposal.
13. Examples taken from the reference list (minimum of 10 references) – these references (and the entire manuscript) must
adhere to APA style (6th edition)
14. Illustrate evidence of quality and impact by listing items such as previously authored materials, previous editions of thematerials, and/or two published works that the reviewers will use to complete the evaluation.
15. Proposed time-line for delivery of manuscript.

52

Submit Proposals electronically to: Melanie Reinersman, Publications Development Director,
mreinersman@ncda.org
National Career Development Association
305 North Beech Circle
Broken Arrow, OK 74012
Phone: (918) 663-7060

53

APPENDIX FNCDA Drug-Free Workplace Policy
The National Career Development Association promotes a drug-free workplace. As required by the Drug-Free Workplace Act of1988, NCDA adopts the following policy:
The applicant certifies that it will or will continue to provide a drug-free workplace by:
1. Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of
a controlled substance is prohibited in the NCDA workplace and specifying the actions that will be taken against
employees for violation of such prohibition.
2. Establishing an on-going drug-free awareness program to inform employees about:a. the dangers of drug abuse in the workplace.
b. NCDA’s policy of maintaining a drug-free workplace;c. any available drug counseling, rehabilitation, and employee assistance programs;
d. the penalties that may be imposed upon employees or contractors for drug abuse violations occurring in theworkplace
Making it a requirement that each employee/contractor to be engaged in the performance of NCDA management services or/and the various
cooperative agreements is given a copy of the published statement.
Notifying the employee/contractor in the statement required by paragraph 1 above that, as a condition of employment for NCDA
and various cooperative agreements, the employee/contractor will:
1. Abide by the terms of the published statement
2. Notify the executive director in writing of his or her conviction for a violation of a criminal drug statute occurring in
the workplace no later than five calendar days under such conviction
3. Notify the NCDA President, in writing, within 10 calendar days after receiving notice of conviction. The NCDA
President will then notify the applicable federal agencies with which cooperative agreements are held of suchconviction.
4. Taking one of the following actions, within 30 calendar days of receiving noticea. Taking appropriate personnel action against such an employee/contractor, up to and including termination,
consistent with the requirement of the Rehabilitation Act of 1973, as amended orb. Requiring such employee/contractor to participate satisfactorily in a drug abuse assistance or rehabilitation
program approved for such purposes by a federal, state, or local health, law enforcement, or otherappropriate agency
c. Making a good faith effort to continue to maintain a drug-free workplace through implementation of theabove policies.
This policy is for work that is performed at :NCDA Headquarters
305 N. Beech Circle
Broken Arrow, OK 4012
918-663-7060

54

APPENDIX G
Partnerships Evaluation Checklist
On occasion, the National Career Development Association (NCDA) may enter into partnerships with both non-profit and forprofit organizations and related entities. The attached document is designed to assist NCDA board members in making decisions
about which partnerships, if any, to pursue. Any group seeking to partner with NCDA is invited to provide whatever information
might be helpful in the evaluation process.

The Process
Any member of the board, committee chair or member, NCDA member, or other external group can bring the initial informationon the proposed partnership forward.
For each partnership inquiry, the NCDA President will identify two board members and a third individual with knowledge related
to the content/issues associated with the potential partnership to serve as reviewers. These individuals should not be in a position tobenefit financially from the potential partnership, be members of, or directly affiliated with the organization.
In their role as reviewers, these individuals will be asked to examine the information on the proposed partnership and complete thePartnerships Evaluation Checklist using the rating scale provided and offering any additional comments they wish to add.
The reviewers will be asked to make a recommendation to the board using the following categories:••••

Decline pursuing the partnership
Table the partnership (current information provided is complete but Board has other priorities at this time)
Table the partnership and request further information (this may be requested by the reviewers or the board)
Pursue the partnership and recommend board’s approval. If approve, the board and Headquarters would work out thedetails with regarding to any type of agreement or contract that might be entered into with the partnering organization.

It is possible that no one set of criteria can be established for use in evaluating collaborations with external organizations, but thisprocess may prove helpful for the current and future leadership of NCDA to have some sense of what issues were considered inprevious arrangements associated with successful partnerships. NCDA headquarters will maintain a record of discussion topics,
rationale, and completed checklists for decisions related to partnerships, in order to further refine these guidelines for future board
discussions on this matter.
Approved by the NCDA Board, April 7, 2005.

55

NCDA Partnership Evaluation Checklist
Criteria

Definitely………Not at All
5 4 3 2 1 0

Are the nature of theorganization’s mission,
purpose, or services
compatible with themissions and goals ofNCDA?
Are key members of theorganization involved in
NCDA?
Does the partnership havethe potential to benefit
NCDA members (e.g.,access to specific services,
resources, etc.)
Does the partnership havethe potential to benefit
NCDA financially?
Do the potential benefits(financial or otherwise)
justify the impact of thepartnership on
headquarters staff ?
Does the proposed
partnership avoid any
potential harm or threat(however defined) to
NCDA?
Does the agreement or
partnership avoid an
exclusive arrangementwith or endorsement of
any one organization, e.g.,
publisher, testing or
training organization, etc.?
Is the timeline for how
long the partnership will
last specified andinformation provided on
how can it be continued or
terminated?

56

Cannotdetermine

Comments

APPENDIX H
NCDA CREDENTIALING COMMISSION
MissionTo serve the general public and the career services community by using NCDA standards and ethics for defining roles in the fieldof career services and recognizing those who demonstrate and maintain a high level of professional competency.
VisionCommitted to providing global leadership in competency-based credentialing for career professionals.

TaglineCommitment | Competency | Certification

Brief History
In August, 2017, NCDA joined other trade associations that uphold standards for their own professions by credentialing people
who have the skills to fill specific roles within their field. The NCDA Board of Trustees set up and funded the NCDA
Credentialing Commission in 2017. The Commission was charged with making recommendations for implementing credentialing
programs for a variety of roles in the career field.
The Commission researched and thoroughly discussed credentialing in its process of creating the initial group of credentials. The
Commission has worked in the direction of high standards and streamlined procedures. The word “Credential” was chosen as anumbrella term used for the many types of programs, including licensure, certification, accreditation, recognition designation, andcertificates.
The Commission has established six credentials. All these credentials begin with the word “Certified.” All of the credentials
contain an assessment component which is scored by “blind reviewers” – experienced professionals who already have thecredential and have been trained to score case studies and/or work samples. All credentials are competency-based, requiring theapplicant to demonstrate skill and competency in the career development field.
Applications for all of these credentials are completed online, using any available computer. Like all credentials in our field, we
DO require continuing education for renewals. Our online process will allow recipients of certificates to update education as it iscompleted. View the NCDA Credentialing FAQs webpage for more history and details.
About Continuing Education and Processes
Why is Continuing Education Important?
Continuing Education develops your skills, keeps you current in your field, and allows you to deliver quality services.
You must log your continuing education through your Fluid Review account every year. You can find complete instructions when
you login to your Fluid Review account https://ncda.fluidreview.com/ .
Annually the NCDA Credentialing Commission will review and recommend approved continuing education offerings.
Guidelines for Continuing Education
All of NCDA Credentials require continuing education. The required 30 contact hours every 3 years must meet the NCDA’s
Credentialing Commission’s requirements regarding competency area and activity type, as described in the NCDA Continuing
Education Manual. A contact hour is defined as an hour (60 minutes) spent in learning, development, or delivery in a credential
competency area.
Approved Methods of Obtaining Continuing Education Contact Hours
57

Unless otherwise noted, requirements apply to both remote learning and in-person activities. A peer is defined as an individual
who works in the same field or occupation and has approximately the same overall level of expertise, training, education or
relevant experience as you.
Credentialing Maintenance
Annual Maintenance Fee
Credential holders desiring to keep their credential must pay an annual maintenance fee ($40) and complete credential renewal at
the end of three years.
Credential Renewal and Potential Audit
Process for Credential Renewal and Potential Audit
1.
2.
3.

4.

Maintain your continuing education contact hours by logging them into the appropriate credential log form. This form
will be sent electronically to each credential holder upon their recertification date.
The NCDA Credential Commission randomly audits 10% of the completed continuing education logs monthly.
If you are selected for an audit, you will receive notification with your $40 invoice for credential renewal that issent approximately 4 weeks prior to your due date.
If you are selected to be audited, your hours will either be considered Acceptable or Unacceptable. Policies to hand bothare listed in the Continuing Education Manual

Approval of Continuing Education Providers:
The Director of Credentialing will manage processes and procedures for NCDA Credentialing Commission’s Continuing Education
providers, including the following:
1. The Director and the Commission Taskforce will review applications. When the group is unsure of an application, they
may refer the matter to the Commission for review and decision.
2. The application (and process) will be through the website, with applicants sending completed applications to the Directorof Credentialing for processing.
3. The Director will work with NCDA staff for promotion, website maintenance, content, billing, & renewals.
4. The Director will be responsible for developing and maintaining a list of providers, eligibility for annual renewals, andother data the NCDA CC may wish to gather (see requirements below).
5. The billing cycle will be January – December 31 each year and may be prorated for a shorter period. This reduced fee
will not be advertised.
6. Application process:a. Provider submits an entire completed application electronically as a single file to the Director along with anapplication fee set by the Commission (this year is $400). The application will be housed in a link on the NCDA CC
CE landing page.
b. If approved, the Director will work with HQ to get the information posted on the website. For renewals, Director andHQ will work together to handle accountability and billing processes.
7. Website provider operations:• An organization can be listed on the NCDA Credentialing Commission’s Continuing Education Website at anannual fee set by the Commission ($400 this year). This rate may be prorated for organizations coming in the last 6months of the fiscal year.
• A provider’s listing will be no more than 25 words and can include an organizational description, types of courses
available, contact name, email, phone # and link to organization website. The Commission retains the right to edit
listing information.
• A provider will be listed for one year, and, if in good standing, can renew at the end of that period. Good standingrefers to the provider having a current credential.
• NCDA CC will disseminate regular e-bulletin to all Credential holders. Content for the e-bulletin will be developedby the Director and disseminated through usual NCDA HQ channels.
8. Requirements for provider approval• Provider offerings should be geared toward professionals in the field of career development and should be directly
58

•
•
•
•

•
•

•
•

related to competencies listed for an NCDA credential. The competencies can be found on the credentialing
website.
Provider offerings should increase the participant’s skill or knowledge of career development.
A CE provider must hold a current NCDA credential.
After completion of a course, the provider must provide a certificate of completion to each participant with thecontact hours.
The NCDA Credentialing Commission reserves the exclusive right to accept or reject a provider to be listed on theirwebsite. By identifying providers in the online NCDA Credentialing Commission Continuing Education Listings,
NCDA Credentialing Commission does not endorse or approve the course or the course provider’s services, nor does
NCDA Credentialing Commission make any representation or guarantee concerning the provider or course. NCDA
Credentialing Commission disclaims all liability and responsibility for any action or decision made in reliance on theinformation contained in the listing, or for any actions or inactions of the course provider with respect to any party,
or for any related claim, loss or injury. NCDA Credentialing Commission is not responsible for provider compliancewith legal requirements related to its business activities or otherwise.
With the annual renewal, providers will be asked what courses were offered, NCDA credentials they focused on,and, examples of course evaluation tools.
Contact hours: A contact hour is defined as 60 minutes of instruction time. For live events, it excludes
opening/closing remarks, introductions, networking functions, coffee breaks, social hours, and meals. For distancecourses, instruction time is determined by the amount of time to complete the readings, assignments, and other tasks
involved in the distance study course.
NCDA CC recommends that all course offerings be barrier free.
Providers’ applications will be reviewed by the Commission with notification made within 4 weeks of receipt ofapplication.

WEBSITE INFORMATIONThis clearinghouse of CE opportunities is presented for your convenience only. Please evaluate any continuing education
opportunity against the competencies of your credential.
Credential holders are not limited only to the CE opportunities on this page. See our Continuing Education manual for detailed
information. CE opportunities from other sources qualify if they comply with the NCDA Credentialing Commission’s guidelines
as described in the Commission’s Continuing Education Manual.
Information for Consumers
NCDA Credentialing Commission does not endorse or approve the course or the course provider’s services, nor does NCDA
Credentialing Commission make any representation or guarantee concerning the provider. NCDA Credentialing Commission
disclaims all liability and responsibility for any action or decision made in reliance on the information contained in the listing, orfor any actions or inactions of the course provider with respect to any party, or for any related claim, loss, or injury. NCDA
Credentialing Commission is not responsible for provider compliance with legal requirements related to its business activities, orotherwise.
NCDA Credentialing Commission has not reviewed in detail the content of the listed continuing education courses. All credential
holders are responsible for determining whether listed courses satisfy continuing education requirements for any NCDA
credentials.
The CE Providers have paid a fee to be listed directly on this website. The list is provided by NCDA Credentialing Commission as
an additional service to its credential holders and is not meant as an endorsement of the courses or services these organizations
provide.

ALTERNATE PATHWAYS POLICIESPolicy Summary
The integrity and quality of NCDA credentials remains of utmost importance to the NCDA Credentialing Commission (CC). For
that reason, pathways under consideration for becoming eligible to meet the criteria for an NCDA credential must meet the rigor,
quality, and accountability standards set for any NCDA credential.
Definition of Alternative Pathway:59Each NCDA credential has a clearly defined process in which to qualify to apply for and achieve the credential. An alternative
pathway (AP) is parallel process in which an individual can qualify to apply for and achieve an existing NCDA credential.
As is the case with any new credential, the CC may consult with non-Commission stakeholders (e.g. appropriate Training and
Education Council representation involvement, SMEs, compliance with NCCA accreditation standards) to be a part of theAdvisory Taskforce. Although input is frequently sought from non-Commission entities, the vetting of any alternative pathway lies
with the CC and is subject to Board approval.
The operational processes for APs will be as follows:
1. The requestor will be briefed on the process and requirements for applying. The requestor will indicate via thePreliminary Application Form that the requesting organization understands the CC’s requirements and fees and will workwithin these procedures and policies. This form will provide information to the CC and Board for its review of therequestor and initial screening. The requestor must have authorized approval at this stage by the CC and the Board to
move forward to the full application process.
2. Each alternative pathway will require a separate form.
3. The Preliminary Application Form will first go to the CC for review and decision. If the CC elects to move forward witha full application, it will inform the Board of that progress.
4. After the approval of the Preliminary Application Form, the CC will ask the requestor to complete the application and pay
the application fee. The CC may consult with appropriate non-Commission entities as outlined in its procedures.
5. After study and review by the Advisory Taskforce and/or commissioners, the CC will vote on accepting this pathway forthe credential within 1 month of receiving the taskforce/commission recommendation and subsequently, the CC will send
its recommendation to the Board, who will vote on accepting the proposed alternative pathway within 1 month ofreceiving the CC recommendation. It is expected that the entire process may take about 8-12 weeks and potentiallyseveral rounds of application improvements and submission.
6. Working with NCDA staff, the Director will finalize contractual operational and quality agreements with the requestor.
In addition, the Director will develop and ask for necessary Credentialing website changes to support this alternative
pathway.
7. Once an AP is approved, the CC will communicate the associated fees to the AP organization along with its audit
procedures. An agreement will be signed by the NCDA President outlining all policies and fees. AP fees will be set
annually by the CC, in consultation and approval of the Board. The World Bank 3-tier formula will be used for prorating
fees for underdeveloped and emerging countries. For FY 18-19, the fees are as follows:a. AP Full Application Fee - $3000 US
b. Annual Maintenance Fee - $1000 US
c. Individual Credentialing Application Fees – set at the prevailing NCDA credentialing fees
d. World Bank Formula for Proratingi. Full price for Tier 1 countriesii. 40% discount for Tier 2 countriesiii. 60% discount for Tier 3 countries
PRELIMINARY ALTERNATIVE PATHWAY APPLICATION FORM
The purpose of the form is to inform a requestor about alternative pathway requirements and to provide information for the CC andBoard. The requestor should complete the information below:
SECTION 1: Applicant Information
Organization name, address, phone number, website
Contact individual (name, phone, email address)
Description of and legal status of the organization (for profit, non profit)
How will you comply with the NCDA Code of Ethics and ensure that everyone involved will comply with the NCDA Code of
Ethics?
Identify existing NCDA Credential for which you are requesting an alternative pathway.

60

SECTION 2: Target Population and Need
Estimate of anticipated # of credential applicants per year
If this pathway currently qualifies for another credential (either NCDA or non NCDA), provide this information:• How long has this credential been in existence?
• How many annual applications for this credential?
• Who grants this credential?
Describe how this credential will benefit the professionals/providers and the public,
SECTION 3: Descriptive Information
Alternate Pathways to NCDA Credentials require assessment to confirm the competency of the applicant. Do you plan to utilize
the NCDA assessment system (in English)? If not, what is the language of your assessment? Is it available in any other language?
If so, identify and outline who will manage the assessment for the AP.

SECTION 4: Alternative Pathway Operations Acknowledgement and Agreement
A requestor must acknowledge and indicate agreement with each of these procedures in order to move forward.
1.

NCDA CC reserves the right to name any credential it issues and will own the trademark and logo for any credential that
it offers.
2. The NCDA CC will determine representation of this credential on the Commission according to its policy and procedures.
3. NCDA CC will charge a reasonable application and maintenance fee for each credential and will collect that fee. All fees
and information will be collected by NCDA CC, payable in US dollars.
4. Only the NCDA CC can generate any credential using its name or brand.
5. All documentation sent to NCDA CC must be in English.
6. NCDA CC will issue the credential in English to successful applicants.
7. All NCDA credential applications must comply with NCDA CC operations and policies and NCDA Code of Ethics.
8. No NCDA Credential will be designed exclusively for one pathway. It is expected that all NCDA Credentials may
eventually have alternative pathways.
9. All NCDA Credentials must include an assessment.
10. Credential Applicant and Continuing Education Processes:a. Anyone wishing to apply for this credential must upload documentation verifying that the applicant has met thecredential training and successfully passed the assessment.
b. If NCDA accepts CE/CEUs from another organization, that organization must be in compliance with by
NCDA’s CC continuing education policies.
11. All NCDA Credentials must meet and maintain assessment quality and accountability.
a. The assessment portion, reviewer qualifications and process, definition of competencies and any other pertinentarea of any credential must meet NCDA CC standards.
b. The assessment portion may be administered by an agency other than NCDA’s; however, that agency will be
required to provide appropriate documentation and data concerning Sections 3, 4 and 6 on the application to
NCDA CC. The assessment will be audited on a regular basis as are all NCDA Credentials.
c. NCDA CC may engage a bilingual neutral individual to review all documents in the non-English language forcomparison purposes to the English version provided to NCDA CC. This expense will be borne by the entity
offering the non-English assessment.
d. If the assessment portion is administered by another agency and needed by NCDA, a document indicating theapplicant has passed the assessment must be provided so it can be uploaded to the NCDA Credentialing portal.
NCDA CC will work with that agency for appropriate wording and signatory authority on the document.
e. These items must be approved by the NCDA CC.

61

APPENDIX I
Conflict of Interest Form
Conflict of Interest
The NCDA Leadership Team (LT), including Board Members, Committee Chairs, Credentialing Commissioners, members of theTraining and Education Council and Headquarters Staff, must avoid a conflict of interest with respect to their fiduciary
responsibility and their role as a leader of the association. Every effort should be made by LT members to avoid engaging in
activities that may result in an appearance of unfair advantage or favoritism. Full transparency surrounding these issues isparamount. Examples of activities that may give the appearance of favoritism include, but are not limited to:
•
•
•
•
•

Being offered an honorarium to speak to an organization as a representative of the NCDA Board while serving on the
NCDA board;
Contracting to write an NCDA monograph and receiving royalties from that contract while on the board;
Using insider knowledge of conference and institute dates to schedule FCD trainings (and other trainings forcredentialing) that bump against those conferences and institutes;
Receiving an honorarium or expenses paid for offering a PDI that bumps against those conferences and institutes; orApplying to NCDA Requests for Proposals while serving on the board.

New Leadership Team (LT) members will be informed of their duty to disclose and will fill out a document outlining any standing
issues as they move into a leadership position. This document will include a section wherein the LT member agrees to this policy.
As other issues arise, immediate full disclosure to NCDA President and NCDA Executive Director is expected. Completed forms
will be collected by the Executive Director annually and will be kept on file at the NCDA Headquarters Office.
If anyone has reasonable cause to believe that a member of the Leadership Team (LT) has failed to disclose actual or possible
conflicts of interest, the member of interest should be approached directly and privately first and given the opportunity to address
the concern. If, after hearing the response, the concern about a failure to report an actual or possible conflict of interest still exists,
the concern should be shared with the President. The President shall bring the concern to the Board.
For full transparency, the minutes of the NCDA board must contain the names of the individuals who disclosed or were otherwise
found to have a financial interest in connection with an actual or possible conflict of interest, the nature of the financial interest,
any action taken to determine whether a conflict of interest was present, and the board’s decision as to whether a conflict ofinterest in fact existed. In addition, the names of the persons who were present for discussions and votes relating to the transaction
or arrangement, the content of the discussion, including any alternatives to the proposed transaction or arrangement, and a recordof any votes taken in connection therewith will also be included in the minutes.
Individuals with potential conflicts of interest must recuse themselves from related discussions, including the board discussions
related to possible resolutions. The remaining board will decide if a conflict of interest exists and make recommendations. Possible
resolutions may include, but are not limited to;• A decision of no recommendation (i.e., the conflict of interest is deemed to have minimal potential impact or may have apositive impact on NCDA),• Recusal from related discussion, debate or decision making,• Cessation of the issue causing the conflict of interest of appearance thereof, or• In rare cases, removal from the leadership position
The LT will be asked to sign the Conflict of Interest/Disclosure Statement annually..

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Potential Conflict of Interest/Disclosure of Other Interests
As a volunteer leader of the National Career Development Association (NCDA), I recognize that NCDA must provide bias-freegovernance to NCDA’s constituency, and that I owe a duty of loyalty to NCDA. One aspect of fulfilling my duty is to avoid or
disclose “other interests” according to the NCDA’s policy and procedures on conflicts of interest. I am therefore disclosing thefollowing “other interests” as defined by the NCDA. I will provide further information if requested and will cooperate with any
review and evaluation on behalf of the NCDA. I also affirm that I will disclose any and all potential conflicts or advantages orappearance thereof throughout my tenure with NCDA leadership.
1.

Any ownership, employment, or volunteer or agency interest or involvement in a commercial entity or nonprofit
organization that competes with the NCDA:

2.

An ownership, employment, or volunteer or agency interest or involvement in a commercial entity or nonprofit
organization that is, or seeks to be, a vendor of products or services to the NCDA:

3.

Any position as spokesperson, consultant, employee, or agent for another commercial or nonprofit organization that
advances opposing or adverse public policy positions from those of the NCDA:

4.

Any known opportunities (e.g., being offered an honorarium to speak on behalf of NCDA, contracting to create a NCDA
resource or webinar that might result in personal profit, providing NCDA PDIs and being offered an honorarium or
expenses paid, etc.) that might be potential conflict of interest or unfair advantage or perceived by the membership as
such:This information is accurate and complete to the best of my knowledge and ability.

____________________________________________________
Signature___________________________________________________
Print Name___________________________________________________
Association Position

63________________Date

APPENDIX J
Organizational Membership Policies
Procedure: Organizational membership is offered to any entity seeking consolidated billing. Organizational members will receive
the same benefits as individual members. The online and printable forms will be separate from the individual membership forms
and will be based on the # of members sought. Rates for organizational membership will be reviewed and updated by the Board
along with the other membership categories.
Organizational members will have one central mailing address for all benefits. Each person will have a personal membership
record which will allow them to track their continuing education, have access to past receipts, enable them to vote, and allows
access to the secured Members Only section of the website. The staff will track data on organizational members the same as we dofor individual members and report monthly on the Membership Report. At renewal time, the central contact will receive the notice
and will be able to make any name changes at that time, or anytime throughout the year.
Each organizational member will receive an Organizational Member logo with the fiscal year listed. They will be given
instructions on its use, which will be limited to their website only. The logo will be updated each year. Each organizational
member will be listed on the NCDA Website if requested. Hopefully others will see it and want this privilege as well.
On the registration form, the following questions will be asked:••••

Organizational website URL (allows vetting if needed during approval and auditing purposes for see the use of the NCDA
logo).
Acknowledge that all members are subject to the NCDA Code of Ethics and agrees with the NCDA Mission.
Acknowledge that all members are aware and agree to NCDA’s many policy statements and disclaimers listed under theStandards section of the NCDA website and on the bottom of the homepage.
Approval to list the organization on the NCDA Website as an Organizational Member.

Suggested organizational membership policy/questions for the staff to follow:
•
•
•
•
•

Does this organization have a strong and obvious relevance to career development?
Is this organization’s mission consistent with NCDA’s?
Will partnering with this organization harm NCDA in any way?
Have we had previous members from this organization?
Is the organization’s website professional and worthy of displaying the NCDA logo (quality of the organization)?

If the staff is unsure of an organization’s match to NCDA, the information will be sent to all Presidents for a final decision. If adecision needs further vetting, it will go out to the entire board via e-vote for approval or denial.
Use of the Logo Instructions: This message will be sent to each Organizational Member along with the appropriate annual
NCDA Organizational Logo:
Thank you for supporting NCDA as an Organizational Member! The attached NCDA logo may be used on your website only
during the time of your active membership to show your support of the association.
Additional uses on letterhead, social media, or other organizational materials are prohibited. The use of the NCDA logo does notindicate endorsement of this organization nor is NCDA responsible for the career development services you provide. By posting
the logo, the organization agrees to its use only during the times of paid membership. The logo will be removed if membershiplapses.

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APPENDIX K
NCDA Privacy Statement
The National Career Development Association (NCDA) respects the privacy of its members and other visitors to its Web sites (the“Sites”) or use our mobile applications (each an “App”). The Sites and Apps are collectively the “Services.” NCDA strongly
believes that if electronic commerce and online activities are to flourish, consumers must be assured that information provided
online is used responsibly and appropriately. To protect online privacy, NCDA has implemented the following policy.
NCDA is located in the United States and these are U.S.-based websites. By using these Sites or the Services, you agree to the datacollection, use, disclosure and storage practices described in this privacy policy.
POLICY CHANGES
If there are material changes to our privacy policies, we will notify you by posting the updated policy on our sites, and forregistered users, by sending an email. We reserve the right to modify this privacy policy at any time, so please review this pagefrequently for any changes. Amendments to this privacy policy will be effective when posted. You will be deemed to have been
made aware of, will be subject to, and will be deemed to have accepted, the changes to any amended or revised privacy policy by
your continued use of our services or the sites.
WHAT INFORMATION DOES NCDA COLLECT?
In some countries, including in the European Economic Area, this information may be considered personal data under applicabledata protection laws:
Most data NCDA collects is used only to help us better serve our members. It is our general policy to collect and store only
personal information that our members and visitors knowingly provide.
We collect information from you when you choose to provide it to us. This may include when you submit a membership
application or otherwise join NCDA, request information from us, register for a conference or other event, purchase a product,
create an account with us, sign up for Career Convergence, use our Services, submit a rating or review, participate in a survey orpromotion, or otherwise contact us.
The information we collect may include your name, address, email address, telephone number, mobile telephone number,geolocation information, photos, user name and, if you are an NCDA customer or member, credit/debit card number or otherfinancial information.
From General Users. NCDA does not automatically collect any personal information from users browsing its websites. Only
aggregate data -- such as the number of hits per page -- are collected. Aggregate data are only used for internal and marketing
purposes and do not provide any personally identifying information.
From NCDA's Members, Conference Registrants, and Other Customers. To gain access to members-only resources andpersonalization features on ncda.org, members and other users are asked to register and provide some limited information. NCDA
and its partners may collect IP address and other specific non-personally identifying information for targeted or interest-based
communications. This information is submitted voluntarily. NCDA asks users to provide their name, organization name, businessphone, and email. Similar information may be submitted to NCDA through membership applications, conference or seminarregistration, publication orders, subscriptions, and other relevant mailing. Additionally, for some e-mails sent in HTML format by
NCDA to its members through electronic newsletters, NCDA, or our authorized service providers, will collect specific information
regarding what the recipient does with that email. For those emails, NCDA will monitor whether a recipient subsequently clicks
through to links provided in the message. Other information collected through this tracking feature includes: email address of auser, the date and time of the user’s “click,” a message number, name of the list from which the message was sent, tracking URL
number, and destination page. NCDA only uses this information to enhance its products and distribution of those products to its
members.
What about Information about Children? Protecting children’s privacy is important to us. We do not direct the Services to, nor
do we knowingly collect any personal information from, children under the age of thirteen.
HOW DOES NCDA USE DATA COLLECTED?
NCDA uses information voluntarily submitted by members and other customers in the following ways:

65

NCDA Member Services and Products. Generally, NCDA and its divisions and affiliates use data collected to improve its own
web content; to respond to visitors’ interests, needs and preferences; and to develop new products and services.
Disclosures to Third Parties. NCDA also makes member contact information available through the NCDA its online
Membership Directory to other members using its websites and to those who register for its conferences. On occasion, NCDA may
also provide limited data to third parties that offer products and services. These limited data include names, job titles, companies,business addresses, and email addresses, but do not include business phone or fax numbers. Users may contact NCDA at
info@ncda.org or 918-663-7060 to express their preferences if they determine later that they do not wish to have the information
shared. Please include “Web Privacy Policy Question or Comment” in the subject line.
Credit Card Account Information. When members and customers choose to pay using their credit cards, NCDA submits theinformation needed to obtain payment to the appropriate third-party payment vendors for the limited purpose of processing yourpayment. NCDA does not otherwise disclose your credit card information.
Compliance with Law. We may provide access to your information, including personal information, when legally required to doso, to cooperate with legal proceedings, to protect against misuse or unauthorized use of our websites, to limit our legal liability
and protect our rights or to protect the rights, property or safety of visitors of these websites or the public.
DATA STORAGE AND RETENTIONYour personal information is stored on servers in the United States. You understand and agree that NCDA may collect, use,
disclose, and otherwise process the information you provide as described in this Privacy Policy even if you are from an area
outside the United States. Your personal information may be disclosed in response to inquiries or requests from government
authorities or to respond to judicial process in the United States. We will retain your personal information for as long as it isneeded to provide you with the Services, or to fulfill any legal or contractual obligations we may have.
If you are a resident of the EEA: Your personal information will be transferred to and processed in the United States, which has
data protection laws that are different than those in your country and may not be as protective. For more information on where andhow long your personal data is stored, and for more information on your rights of erasure and portability, please contact NCDA at
info@ncda.org.
HOW DOES NCDA USE COOKIES AND PIXEL TAGS?
For more information on our use of cookies, click here.
Cookies. Cookies are files that contain information created by a web server that can be stored on a user’s hard disk for use either
during a particular session (“per-session” cookie) or for future use (“persistent” cookie). NCDA and its partners may use cookies
to facilitate automated activity, assist you with storing and tracking your passwords, determine appropriate solicitations, andreview navigation patterns. Cookies are not used to disseminate personally identifiable information about Users over the Internetor to analyze any information that Users have knowingly or unknowingly provided. Users may instruct their Internet browsers to
opt out of accepting a “persistent” cookie and rather accept only a “per-session” cookie, but will need to login each time they visit
the sites to enjoy the full benefits. If the user declines the attachment of any cookie, the user may not have access to the full
benefits of the websites. Registration enables the sites to better determine users’ interest areas and provide the most relevant
information.
Pixel Tags. We also use “pixel tags” (sometimes called “Internet tags,” “web beacons,” or “clear GIFS”), which are tiny graphic
images, on our websites. Pixel tags help us analyze our visitors’ online behavior and measure the effectiveness of our websites andour advertising. We work with service providers that help us track, collect, and analyze this information. Pixel tags on our websites
may be used to collect information about your visit, including the pages you view, the features you use, the links you click, andother actions you take in connection with the websites. This information may include your IP address, your browser type, youroperating system, date and time information, and other technical information about your computer or device.
Pixel tags and cookies in our emails may be used to track your interactions with those messages, such as when you receive, open,
or click a link in an email message from us.
We also work with business partners that use tracking technologies to deliver advertisements on our behalf across the Internet.
These companies may collect information about your visits to our websites, and your interaction with our advertising and othercommunications.
WHAT PRIVACY ISSUES ARISE WITH LINKS TO OTHER SITES?

66

These websites contain links to other websites. NCDA has no control over and is not responsible for the privacy policies or content
of such sites. In addition, our privacy practices may differ from those of these other sites. If you provide personal information at
one of those sites, you are subject to the privacy policy of the operator of that site, not the NCDA’s privacy policy. Please makesure you understand the other site's privacy policy before providing personal information.
YOUR RIGHTS AS A VISITOR FROM THE EUROPEAN ECONOMIC AREA (EEA)
If you are a European resident, our legal basis for collecting and using your personal data or information is to do so with yourconsent; where we need the personal data or information for performance of a contract, or where the collection and use is in ourlegitimate interests and not overridden by your data protection interests or fundamental rights and freedoms. In some cases, we
may also have a legal obligation to collect the personal information in question. If we collected your personal data or information
with your consent, you may withdraw your consent at any time.
You also have the right to:• Access your personal data or information;• Delete, or request deletion of, your personal data or information;• Object to or restrict processing of your personal information;• Request portability of your personal information;• Complain to your local data protection authority at any time;• Object to automated decision making; and• Update your personal data or information.
• To withdraw consent or exercise these rights, please contact: info@ncda.org• Adjust your preferences through the NCDA website.
• Withdrawing your consent will not affect the lawfulness of any processing we conducted prior to your withdrawal, norwill it affect processing of your personal information conducted in reliance on lawful processing grounds other thanconsent.
If we ask you to provide personal data to us to comply with a legal requirement or enter into a contract, we will inform you of thisand let you know whether providing us with your personal data is required and if not, the consequences of not sharing yourpersonal data with us.
Similarly, if we collect and use your personal information in reliance on our or a third party's legitimate interests and thoseinterests are not already listed above (see "Information Use" section), we will let you know what those legitimate interests are.
WHAT MEANS OF REDRESS ARE AVAILABLE?
If any user suspects NCDA has handled its personal information in a manner that does not comply with this privacy statement,
please contact us by e-mailing to info@ncda.org or call 918-663-7060. Please include “Web Privacy Policy Question orComment” in the subject line.
For residents of the EEA, with questions, concerns or requests relating to your personal information, you may contact NCDA at
info@ncda.org. (May 28, 2018)

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APPENDIX L
NCDA Current Events Policy
Request to the NCDA to Release Statement about Current Events

Periodically, NCDA is faced with a current national/international event which may require a response. Responses are approved by
the NCDA Board of Directors and released to the membership and public on behalf of the association. Because of the complex
nature of responses, based on whatever current event is happening, NCDA’s Board is mindful to keep the association apolitical.
As a 501 C-3 non-profit, NCDA is a non-partisan organization and should avoid any position that may be political in nature. The
NCDA is the elected officers of the organization, and all responds should be made on behalf of the values of the NCDA
membership.
The NCDA Board accepts recommendations from its members and national committees/work groups. To make a request, please
prepare an email attachment addressed to the NCDA Board and send to Deneen Pennington, Executive Director(dpenn@ncda.org), The Board will address the request either at its next scheduled meeting, or in the case of a more urgent matter,at its e-vote special meeting called by the NCDA President.
The request must include:
1.
2.
3.
4.
5.

NCDA member ID or Committee making the recommendation
Explanation of the problem/challenge
Explanation of how the problem/challenge related to the NCDA Mission and affect NCDA’s members
Rationale on why NCDA should support or put out a statement
Possible solution to the challenge (what NCDA resources would be helpful, should a webinar be scheduled to discuss,what policy changes may need to be made, etc.

Internal Policy:
The Executive Director receives the request. If not complete, it will be returned with instructions on how to resubmit per theoutline above.
The Executive Director will inform the President and a decision will be made on whether to act immediately or at the next board
meeting. We will be mindful of the need for response in a timely manner.
The NCDA Board will discuss and vote on the recommendation. The President or Executive Director will report back to therequestor.
A Statement will be prepared if approved and disseminated. Rejected recommendations will be returned to the requestor withrationale on the decision.
As needed, the Executive Director will connect with ACA to see what action they may be taking.

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APPENDIX M
Electronic Communications Procedures
Definitions:
NCDA headquarters manages electronic communications (referred to as e-bulletins) to members and non-members (e.g.,
prospective, promotional members; lapsed members; interested parties as appropriate). The NCDA database of contacts (referred
to as database) includes email addresses provided by the contact and can be queried by staff for sending e-bulletins to selectgroups.
Regularly scheduled e-bulletins include:• Career Convergence web magazine, sent to everyone in the database on the first of the month;• Members-only Announcements, sent the second week of the month, no later than the 15th;• Conference or Credentialing Announcements, sent the third week of the month, or as needed.
Sporadically sent e-bulletins may include (but are not limited to):• Membership renewal messages• Credentialing maintenance messages• Opportunities for participation in events, research, honors, etc.
Responsibilities:
NCDA headquarter staff coordinates the timing, layout, and dissemination of e-bulletins. The text of the message must be
generated by the sender, per the instructions below, although some e-bulletins are written by staff. Messages must be approved byan NCDA Board member, Executive Director, and/or website editor. Repetition of e-bulletin messages is discouraged, so as to not“flood” the inbox of contacts or cause an increase in “Unsubscribe” or blocked messages. Members are responsible formaintaining their current email address on file with NCDA.
Generating E-bulletin Messages – based on groups listed below:
Constituencies
All NCDA Constituency groups have a specially designed e-bulletin template, which can be sent to anyone in the NCDA database
who has selected the given constituency in their profile (only one may be selected). The Board Trustee is responsible for preparing
a quarterly communique and submitting it to the web editor at least one full week in advance of the preferred e-bulletin sending
date. Options for including images or pdfs should be discussed with the website editor. Additional messages to constituencies may
occur, based on upcoming events, research needs, or other targeted message.
Committees, Councils, Commissions
Chairpersons of NCDA committees, councils and commissions may request e-bulletins to anyone in the NCDA database asneeded. Once the Board liaison has approved the message, the chairperson may contact the website editor to discuss distribution atleast one full week in advance of the preferred e-bulletin sending date. Options for including images or pdfs should be discussedwith the website editor.
State LeadersState career development association (cda) leaders do not send e-bulletins, but rather they are one of the groups that may be the recipients ofe-bulletins. The NCDA Trustee for States will send e-bulletins to leaders, often regarding upcoming meetings, due dates, and options toapply for grants, awards, etc.
State cda events are not announced via e-bulletin, although inclusion in the Members-only Announcements e-bulletin is possible. State cdas
are encouraged to submit events for posting on the NCDA Calendar on the home page of the website, per the instructions below:
Please submit the following to webeditor@ncda.org as soon as the state event details are set:
1. Name of event (including subtitles; e.g. “Minnesota CDA Fall Event: Generational Differences”)
2. Dates / Times
3. Location
4. Link for more info
5. Optional: description – a short, text-only paragraph is fine, especially if there is something specific to highlight (e.g. if
your keynote speaker is the NCDA President); do not attach a pdf or other document; most often the event name is self69

explanatory and the link will provide the best info so this description is not necessary.
Other Groups
Other groups that may request e-bulletins include, but are not limited to, Leadership Academy participants, publications' staff,
related associations, etc. These requests can be submitted to the appropriate Board Trustee, Board liaison, or staff in addition to thewebsite editor. Any researcher must follow the policy set by the NCDA Research Committee (described elsewhere in this manualand on the website, under Committees).
Deadlines
The deadline to submit messages for inclusion in the Members-only monthly Announcements is the first of each month. Submit
only short paragraphs (with appropriate links for more information) to webeditor@ncda.org. Scheduling and deadlines of othermessages depends on the completeness of the submission, the e-bulletin queue, and work schedule of the staff (e.g., NCDA
headquarters is closed on Fridays).
Queue and Statistics
The e-bulletin queue should not be overloaded, to avoid “flooding” the inbox of contacts, causing an increase in “Unsubscribe” orblocked messages. A record of the queue is maintained and can be reviewed by staff to identify what message was sent on whichdate and to which contacts.
Each e-bulletin generates statistics including:• the total number of messages sent
• the number of confirmed open messages• the links in the message that were clicked, specifically:o the date/time each link was clickedo the name of the contact who clicked the link*• the number of undeliverable messageso the name and email address of the intended recipientso the apparent reason why the email was rejected70