• To provide a focal point for awareness and action on key legislative and regulatory issues for our industry.

• The primary purpose will be centered on a heightened awareness of critical issues that the NSCA board will need to be informed about, which will shape our legislative agenda. This group will focus on issues related to licensure, codes, standards, policy, compliance, permits, industry classifications, regulations, contract law, safety, and best practices in managing software licenses, obligations of agreements, etc.

• To establish a better name and assign duties to each person based upon their interests and skillsets.
• Build membership awareness of this exciting new resource and illustrate how unique and highly valued this is.
• Work alongside the Emerging Technologies Council to make sure our industry is well-positioned to perform the scope of work desired without restriction.

• The Codes and Compliance Committee is comprised of 10 industry volunteers who have a specific area of expertise in each of the key areas identified: legal experts, code experts, standards and compliance experts, etc. The executive director serves as an interim chair until the first meeting, where more structures and roles for members are determined.

• Write quarterly blogs/white papers/articles for Integrate on topics related to codes, standards, licensure, and policy.
• Lead regular webinars discussing key topics deemed most urgent for our members.
• Send email action alerts based on new laws, code changes, code conflict issues, or other areas of concern for members.
• Provide committee reports to the NSCA board on items that require the budget to be adjusted to deal with a particular situation or opportunity.
• Provide recommendations of action (pursuant to the delegation of authority) to such committee or council that has been empowered by the board of directors on matters of best interest for the membership.
• Develop model legislation on the key areas of focus.
• Conduct periodic policy reviews and submit recommendations on any edits, changes, or modifications to the NSCA board for approval.
• Act in accordance with current NSCA legislative priorities and position statements and within the best interest of the members and on behalf of the association.

• The NSCA’s DEI Action Council mission is to inspire our members and organizations to embrace the concepts and practices of diversity, equity, and inclusion. We want and need our membership to be reflective of the markets we serve and provide opportunities for growth and influence for our professional workforce. Our commitment is to inclusion, where everyone is welcome — an inclusive industry across age, gender, race, religion, identity, and experience to drive us forward under the Ignite umbrella.

• The NSCA Ignite program’s original mission was to provide NSCA members with reach to the next generation of potential employees. It has now evolved to DEI Action Council. While the recruiting aspect of Ignite remains important, the DEI Action Council has been created in response to societal injustices and inequities. The expanded objective is to provide membership with the foresight and knowledge to instill inclusivity and diversity as cornerstones of their business and to realize the business benefits in doing so.

• The committee meets on a weekly and as-needed basis to discuss action plans related to creating DEI-related resources for NSCA members, sharing DEI experience related content to amplify these issues for the NSCA community, leveraging industry resources, and more.

• Inclusivity and equity are issues of humanity. For an industry to be relevant, it must progress by embracing and espousing the core values of humanity. Those core values are a bedrock for successful organizations. They embrace diversity, equity, and inclusion (DEI).
• The DEI Action Council seeks to develop a framework for DEI embracing and endorsing the notions and practices of radical empathy and corporate social responsibility (CSR). The use of the word “radical” in radical empathy is not of the ilk of revisionist or revolutionary, it is rethinking or a new way of thinking. It is attempting to better understand and share the feelings of others. While CSR is simply a way of developing a program of giving back.
• The forthcoming efforts of the DEI Action Council will make your membership and participation in NSCA more valuable and rewarding. Your company culture is a reflection of your core values both internally and externally. The results will help you become a better and more successful business.
• The DEI Action Council looks forward to this challenge and engaging with NSCA members.

• To always be aware of the enabling and disruptive technology our members will provide or interface with and build awareness within our membership of the impact it will have on business.

• To establish top innovation and technology specialists within our membership to provide guidance to the board and members on advanced technology that can enable or disrupt the channel.
• Offer insight and lead webinars and education sessions on emerging trends to ensure NSCA members don’t get blindsided by adjacent industries, advanced technology, or innovation that obsoletes or devalues our solutions and service offerings.
• Provide a futurist view of the most impactful technologies.
• Add clarity to what our future scope could look like.
• Allow NSCA members to explore new business opportunities based upon emerging trends that influence our businesses.
• Assist and/or serve as the judging committee for the Excellence in Product Innovation awards.

Business & Leadership Conference

Pivot to Profit

• To provide a focal point for evaluation of the effectiveness, performance, and practices of the executive director and other staff.

• Deals directly with the executive director contract and issues that may need to be dealt with between full board meetings. The focus of the committee will be related to staff and organizational issues.

• The Executive Committee is comprised of the board members who have been elected by the board of directors in accordance with the bylaws of the association to serve as president, immediate past president, vice president, secretary, and treasurer. The executive director serves as an ex-officio member of the Executive Committee.

• The Executive Committee may act in place and instead of the board of directors between board meetings on matters except those specifically reserved for the board by the bylaws, pursuant to delegation of authority to such committee by the board of directors. Actions of the Executive Committee shall be reported to the board for ratification by mail or at the next board meeting. An Executive Committee meeting may be carried out by teleconference to meet special requirements, needs, or emergencies of the association. Such meeting may be called at the discretion of the president or, in his absence, the vice president.
• The Executive Committee shall annually review, negotiate, and arrange the compensation program for the executive director of the association. Such compensation program is subject to the approval of the board of directors. When approved, the Executive Committee shall arrange and have executed a management contract for the executive director together with a job description outlining duties, activities, and responsibilities for the position. Because the executive director is accountable to the Executive Committee through the president, the president shall be the primary spokesperson and communicator on behalf of the association.

Mission

• To create a peer group and financial interest community within the organization that provides our membership with a highly valuable resource for timely, relevant, and accurate methods of practicing financial leadership.

Purpose Statement & Vision

• To demonstrate how systems integrators can effectively use NSCA data and research to improve their own business.
• To provide best practices that ensure financial leadership along with timely, relevant, and accurate financial information is provided to their company to make the best decisions, regardless of size, scope, or scale.
• To safeguard the business owner’s assets and improve owner equity by sharing best practices in improving profitability and de-risking their ownership position in an integration firm.
• To assist integrators in comprehending the linkage between strategic plans and tactical initiatives.
• To educate and share financial information specific to the management of an integration business.
• To build awareness and share best practices in reporting of financial information, developing key metrics and incorporating forecasting and predictability tools.
• To maintain the association’s leadership position of being the voice, business resource and trusted advisor for the systems integration industry.
• To provide NSCA members with business valuation metrics and resources.

Structure

• The NSCA board of directors will approve from the membership roster 6-10 business and financial leaders to serve on this council. The council chair shall be appointed by the board and provide regular reports on activity and key deliverables.
• The initial deliverables shall be quarterly roundtables. Two of these will be done in conjunctions with BLC and P2P in the form of a workshop or webinar. The council will submit an article or recap of a roundtable for inclusion in Integrate, the NSCA official trade journal.

• This team will serve as our awards, governance, and nominations committee, consolidating the mission of all three into one cohesive group.

• To maintain our history and provide guidance and mentoring to allow NSCA to stay true to its guiding principles and beliefs while facing the reality and excitement of the future.
• Advise the NSCA board of directors on governance issues, including bylaw adherence, conflict of interest concerns, risk mitigation, indemnification, D&O liability matters, etc.  Note: This replaces the current governance and board development committees.
• Be the voice within the board of directors on the history of the organization and its heritage, and maintain a strong sense of past.
• Develop a long-range strategy for talent management and leadership needs based upon review of the 3-year strategic plan and financial status of the organization.
• Serve as the nominations committee (this replaces the current nominations committee) and make recommendations on future board and officer positions.
• Serve as our diversity committee for board and staff positions.
• Serve as the Lifetime Achievement and Volunteer of the Year award nominations committee.
• Lead or conduct any executive-level searches.
• Assist the association president in an advisory capacity upon request.
• Provide conflict resolution support when board issues reach an impasse.
• Provide temporary or interim CEO support in the event of the CEO being unable or unfit to act. Assign an acting executive director in case of impairment to CEO.
• Develop a board and staff succession plan that has a 3- to 5-year window.
• Make sure the NSCA brand can survive and thrive regardless of personnel.

Mission:

• To provide leadership and guidance on the NSCA brand promise along with how we present ourselves relevant to the organization’s overall goals and purpose.

Goals:

• To support the growth and success of the organization through awareness initiatives.
• To guide and support NSCA staff with our media relationships.
• To have more influence in our marketing materials through the lens of the integrator.
• To provide the NSCA staff with ideas for increased lead and demand generation concepts and programs.
• To assess how we are doing and what more can be done within our budget constraints.

Mission:

• To provide guidance, support and oversight for the numbers and categories of members we have in our organization and to provide a recommendation to the board on the dues structure for upcoming years.

Goals: 

• To grow membership in a changing ecosystem.
• To create and sustain a viable and healthy organization through the dues we collect.
• To assess the value of membership and provide input as to the types of services we offer.