- Open networking 8am - 8:30am
- Sit anywhere you’d like, order and pay for your own breakfast
- Initial introductions - time limited based on board members direction
- Board member announcements: hear from our Board of Directors
- Formal presentation 9am - 9:25am
- Sunshine Jar - member only perk
- Adjourn 9:30am
Guests are allowed a brief initial introduction (name and business name), but only members
can make Sunshine Jar announcements or pass out materials to the membership.
* Agenda subject to change without notice
SABA Members and Guests:
- …will not promote other networking groups beyond an occasional, brief (less than 30 second) Sunshine Jar announcement.
- …will not pass promotional materials to the entire group unless it is to promote a charitable event, or member is a Gold member. All fliers should be on the check-in table for members to
take if they would like. Members may also post announcements on the Facebook group for all to
- …who are member of network marketing or Multi-level marketers should represent their products or services, not recruit for their business opportunities or “down line”.
- …shall not participate in the Sunshine Jar announcements unless they are a paid member, current on dues and in good standing.
- …shall not include event announcements or product sales offerings in the introductions.
- …shall pay their bill with the restaurant; the establishment does not charge the group so please leave $1 if you had water, $3 if you had coffee.
- …shall only be able to make an introduction during the allotted time and prior to the Board announcements.
- …shall sign in as a guest each visit if not a current paid member.
- …shall follow and abide by the SABA Code of Ethics.
South Austin Business Association Code of Ethics
- I will provide the quality of services at the prices that I have quoted.
- I will be truthful with SABA members and their referrals.
- I will build goodwill and trust among members and their referrals.
- I will take responsibility for following up on the referrals I receive.
- I will display a positive and supportive attitude with South Austin Business Association members.
- I will live up to the ethical and legal standards of my profession.
- I will represent South Austin Business Association professionally in the community.
- I will not misrepresent my South Austin Business Association membership as an endorsement from the South Austin Business Association.
- I will not discriminate based on race, color, gender, sexual preference or religion.
- I will follow all meeting rules and directions by the Board of Directors.
SABA Board Members Code of Ethics
1. Be Informed
Directors owe the nonprofit corporation they serve a duty of care. The duty of care requires them to exercise their authority to make decisions for the corporation with the prudence that an ordinary person would exercise. To be able to fulfill this fiduciary duty of care, it is necessary that the director be well informed about the organization, its mission, its operations and the transactions in which it proposes to engage.
The director should require that management provide him or her financial reports and information adequate for the director to understand the assets, liabilities, revenues, and expenses of the corporation. The information should be adequate to allow the director to make informed and prudent decisions about the budget, the operations and balancing the short term and long term needs of the corporation. Even in large corporations it is important that the director comprehend the full scope of the corporation’s finances and operations.
The director should have access to a wide range of information about the corporation and its operations. Management should report regularly to the board and answer questions that directors may have. In most circumstances, it is difficult for the directors to satisfy their duty of care unless they review information provided to them prior to the meeting.
Each director must regularly attend and participate in the board meetings. It is not possible to satisfy the duty of care without doing so. In addition, the board must meet regularly. If the board is not meeting regularly, it is incumbent upon the directors to request such meetings. Participation in board meetings can be in person or through a communications device (such as a conference telephone) that allows all at the meeting to hear the others. Proxies are not permitted at the board level.
3. Use independent judgement.
As a director votes on matters before the board, the director must exercise independent judgment on the matter at hand. The director may seek advice and input from staff, consultants and other directors; however, ultimately the director must decide independently based upon his or her understanding of the situation. A director should not vote yes or no merely because someone else is doing so. A director should not “rubber stamp” the recommendations of others. A director should not vote on something he or she does not understand.
4. Act in best interests of the corporation.
A director also has a duty of loyalty to the corporation, i.e., the director must act in the best interests of the corporation and not his or her own personal interest or even the interest of some third party. A nonprofit corporation should maintain a conflict of interest policy to assist the directors in fulfilling this duty.
5. Disclose conflicts.
Because a director must act in the best interest of the corporation, it is necessary that the director disclose any facts that may cause the director to be unable or appear to be unable to fully fulfill his or her duty of loyalty. Normally, directors make an annual written disclosure of the relationships that might constitute a conflict, such as where the director is employed and what his or her significant ownership interests are and other boards on which he or she may serve. In addition, as circumstances arise, the director should disclose any actual or potential conflict when the board (or committee) considers a transaction.
The corporation should have a policy to address those transactions that create a conflict so that “independent” directors or other appropriate body will have the responsibility for deciding whether to approve the conflicted transaction. The directors should be certain that the procedure designed to deal with any such transaction is fully implemented each time a conflict arises.
After disclosing an actual or potential conflict of interest, the director should leave the room while the matter is discussed and should not vote on the matter. Notwithstanding the fact that some state laws allow the conflicted director to be considered for purposes of ascertaining a quorum, the better practice is to assure that a quorum consisting of unconflicted directors is available. The conflicted director should not attempt to influence the decision in any way, but may provide information requested by the board.
7. Maintain confidences.
A director will frequently receive confidential information about the corporation. For example, the director will be familiar with the corporation’s strategic plan, growth plans, litigation, etc. The director is obligated to keep such information confidential. The director should not be discussing such information with non-directors unless specifically instructed by the board to do so. The director should be alert to circumstances where confidentiality obligations may create a conflict. For example, a director employed by a body that funds the corporation on whose board the director serves may not share with his or her employer
confidential information about the corporation.
8. Accept only reasonable compensation.
In many communities, directors of nonprofit corporations are not compensated for their services, although they are sometimes reimbursed for out-of-pocket expenses associated with the board service. If, however, a director is being compensated, the amount of the compensation must be reasonable in light of the services provided. The board should seek out comparable information to assist it in determining whether the compensation is reasonable. In addition, the compensation should be structured in a manner that will not adversely affect the corporation’s tax-exempt status.
9. Support the corporation.
The director should support the corporation he or she serves. The support should include financial support and, where
applicable, public support of the mission of the organization.