I agree somewhat with Ria, but I reflect on the near term history and I've seen that the board hasn't done that very well. The prior CEO seemed to be doing what he pleased, and even though the Board has identified LoTW and other IT related issues, LLL and AMS have been a commitment that has sucked up money and staff time to the exclusion of other important projects. If the Board doesn't set priorities, Staff will say, "Hi boss, here's what we're working on and need to finish..." and it will be deja vu all over again. I've worked for Boards with no direction and have, generally within 30 days, produced a set of priorities for Board comment and taken direction from that. If Minter doesn't engage with us personally and reflect a list, he's not the right guy for this board. The reason I voted for Idelson is that he ALREADY HAS a set of issues and initiatives that the Board could choose from as priorities because he is actively engaged. I'm more than a bit concerned with the choice of Mr. Minter for exactly this reason. The ARRL CEO is more than just a functionary as are the CEO's of, let's say, a chain of retail outlets. We are a non-profit - a "for a cause" corporation. The "cause" for us is the center of focus - finances are a way to further the cause, but profit is not a motive and the ways in which we get money are limited by law. In the retail chain world, store profit, product line profit, and product logistics are the issues. Except for our publication business, these are not our issues. Personal relationships are perhaps the most important issue - which is why we had references for all candidates. Mickey Baker, N4MB Palm Beach Gardens, FL *“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead." Robert K. Greenleaf* On Mon, Aug 24, 2020 at 5:43 PM rjairam@gmail.com <rjairam@gmail.com> wrote:
Director RItz -
"Are either the A&F or EC going to work with our new CEO to develop a hard list of goals and objectives for him to achieve, and metrics by which success can be measured, so the board can both accurately and fairly gauge his performance come January 2022?"
My answer:
I would sure hope not!
That to me seems to actually be the responsibility of the entire Board, and not a small subset of Directors.
In other words, we formulate an annual plan, and the CEO and staff go and execute that plan. If I'm wrong in this, I am curious to know why. But to me it seems as though we should be focusing on the org as a whole, with the CEO having final responsibilities.
The strategic plan should be a multi-year view of the direction of the organization and that is both the responsibility of the Board and the CEO.
In my opinion we should be working with the new CEO on some key areas where we are lagging and where we need to improve. Also we should focus on the good and see where we need to keep things at. the level they are currently.
Since you and I made/seconded a motion to formulate a strategic plan, this is where we all come in.
Respectfully Ria, N2RJ
On Mon, 24 Aug 2020 at 17:36, Michael Ritz <w7vo@comcast.net> wrote:
I have just one question, probably addressed to either the A&F or EC
Committees: There is a sentence in the middle of Section 1.1 in the contract that reads in part: "... the Board of Directors and Executive annually may agree upon a list of goals and objectives for Executive, as the same, subject to mutual agreement of both parties, may be modified from time to time....", then it goes on to indicate that this list can be used as a performance gauge.
Good stuff, if any of that actually happens. One of the problems I noted
with how the Board handled Dr. Michel was that he was not held to any standard of performance by the Board up front, therefore he could "do his own thing" without apparent repercussion.
Now the $225,000 question: We're not hiring Mr. Minster just to fill an
empty hole in the organization, at least I sincerely hope not. Are either the A&F or EC going to work with our new CEO to develop a hard list of goals and objectives for him to achieve, and metrics by which success can be measured, so the board can both accurately and fairly gauge his performance come January 2022?
73; Mike W7VO
On 08/24/2020 9:23 AM Niswander, Rick <niswanderf@ecu.edu> wrote:
Attached is the CEO contract that has been negotiated with and signed by
Mr. Minster. This is a confidential document and is marked as such. This is a scanned copy so the file size is larger.
The wording in the document is almost the same as the agreement with
Howard. Obviously the financial and date-specific parameters (salary, updated employment dates, etc.) are different. The financial terms are consistent with the email Kermit sent on Saturday. If you are comparing documents, there is an additional paragraph in this document related to the 3 months of temporary housing [3.1(c)] and the paragraph related to auto allowance was removed.
The contract has been reviewed by Matt Curtin, the HR attorney at Murtha.
If you have questions I would be glad to answer them either at
Wednesday’s meeting or before.
Frederick (Rick) Niswander, PhD, CPA, CGMA
Professor of Accounting
East Carolina University
Greenville, NC 27858
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