AMC Agenda Alert

In the last installment of “AAA,” we noted that the motion to rename “Actions Still In Effect” to “Standing Orders” was not thoroughly considered. It passed anyway. Now, only one AMC meeting later, we find this gem in the “Consent Agenda.”

4. Moved VASILIAUSKAS seconded BURG:

SO/ASIE 2003-065 is hereby rescinded. ASIE 2000-126, 2000-127, and 1986-085 are changed to replace "Standing Orders" with "Actions Still in Effect".

EXPLANATION: The Standing Orders are being renamed Actions Still In Effect, in order to remain consistent with the terminology used by Mensa International.

Though it is not considered sporting to say, “I told you so!” we did. American Mensa members deserve more careful stewards of our society.

Moving on to the next item — still in the part of the agenda that is to be voted upon without open discussion:

5. Moved COONTZ, seconded SEIGLER to amend ASIE 2003-012 as follows:

AMC Handbook Development Process

I. Ideas and concepts for new Handbooks can come from a variety of sources, including:
            A. Leadership Development Committee
            B. LDW Coordinator
            C. National Office Staff
            D. Local Group Officers
            E. Another Committee or AMC
II. Once an idea is generated, the Leadership Development Chair, with AMC Chair approval, appoints a Content Editor or Content Team. Content team should include:
            A. Representatives from relevant committees or appointees
            B. Appropriate staff liaisons
            C. Appropriate AMC appointees or officers
III. The editor or content team:
            A. Begin to gather content, consider using:
                        1. Committees
                        2. Local Groups
                        3. Other Organizations
                        4. LDW materials
IV. Develop outline
            A. Submit Content Outline for Review to Leadership Development Committee
            B. Confirm/seek budget approval
            C. Set deadline
            D. Determine distribution means (notebook, electronic, etc.)
V. Content Draft submitted for review to:
            A. Leadership Development Committee Representative
            B. AMC representatives, liaison, appropriate appointees
            C. National Office staff
            D. Communications Officer
            E. Risk Management Committee
VI. Content Editor makes updates and changes
VII. Content is formatted by National Office Staff
            A. for consistent format
            B. standard file
            C. working with Content Editor
VIII. Final Draft approved by Content Editor, AMC liaison, AMC Chair, L.D. Chair, & Executive Director.
IX. Distribution
            A. Sent to all local groups
            B. Made available on the Web
            C. Send when requested
X. Periodic Review and Update
            A. Determine if annual, biannual, other at time of publishing
            B. Leadership Development Chair appoints Update editor for handbooks due for update, at the beginning of the year.
            C. Time needed for update should be minimal if regularly reviewed.

EXPLANATION: This addition to the AMC Handbook Development Process is to include the Risk Management Committee in the review of handbooks.

Changes are as follows:

V. Add E. Risk Management Committee

FINANCIAL IMPACT: None

This motion, though lengthy, deserves attention on several fronts. First, we see one more addition to the Risk Management obsession that is infiltrating every aspect of Mensa governance. Another insidious aspect was passed with the original motion, which predated the debut of this column. Take a look at that list of approvers for the Final Draft of a handbook. The list is tolerable up until the end, where we find a non-member employee of the society given control over handbooks that should be not only for but also by members.

Moving on through the “Consent Agenda” items — placed outside of discussion — we come to another way that reduces members’ visibility into the doings of the officer class.

9. Moved Finance Committee to rescind ASIE 1995-082 and replace it with the following:

A report detailing expenses paid to members of the AMC is to be furnished quarterly to the entire AMC. This same report is available to any member upon request to the National Office.

EXPLANATION: Since the production schedule of InterLoc is variable, this allows for more timely reporting of this information. By allowing all members access to the report it allows for the same transparency that was intended with the previous ASIE.

FINANCIAL IMPACT: The space previously devoted to these reports may be used for other material or may result in smaller InterLocs resulting in cost savings or no impact.

OLD: 1995-082 26-Aug-1995

That the expenses of all AMC officers and appointees be listed quarterly in InterLoc, in a format consistent with the current RVC expense listings. This report is to be prepared by the office staff.

Your humble reporters have a bit of editing experience, and can assure you that the explanation given is patent nonsense. InterLoc is a regular publication, and it is a simple part of production to leave space for an expected report in a regular format if need be. We note also that the AMC continues its disregard for Robert's Rules of Order with a motion made by a committee.

Item 11 in the “Consent Agenda” — we’re not even out of the part that is supposed to pass without discussion — is a change to the charge of the Risk Management Committee. The bulk of the motion is routine advisory committee language, so we present only the significant part:

It is the responsibility of the Risk Management Committee to effect the mission of American Mensa by identifying exposures to risk and recommending methods for their management, in order to best protect the assets of AML and the health, safety, and wellbeing of its members and other constituents.

“Effect the mission ...”? OK, now we’ve got it: “... to provide a stimulating intellectual and social environment for its members, and to manage risk.” Wrong! American Mensa can easily be risk-managed out of any meaningful existence, and this kind of thinking will make that happen.

Moving past a series of appointments, we come to item 25. At least this one is allowed discussion, which is a good thing since it needs some. The subject is the Budget for the coming year. Now, it is possible that AMC members get better information than what is readily available to the rest of us. That is to be hoped, since the summary budget is anything but illuminating. It would appear that the controversy in the pages of Going Forward over the Service Club Leadership Conference has not gone unnoticed. Unlike in past budget summaries, the initials “SCLC” are nowhere to be found. “AAA” would really like to know where the member dues money to send a contingent to the 2004 SCLC conference in Geneva, Switzerland, will come from! Perhaps from the dues increase to $52 per year proposed in agenda item 27.

Next up is another committee-proposed, ill-considered power grab. If you value member interaction that is not monitored and managed, you better sit down before reading further.

29. Moved SIGs COMMITTEE: That the AMC vote to accept the recommendation of the SIGs Committee to make the Special Interest Groups (SIGs) of American Mensa a membership benefit.

EXPLANATION: The Risk Management Report presented to the AMC in 2003 pointed out that the current policy toward SIGs is contradictory. Currently based on reported numbers, SIG membership may be estimated at about 7,000. There are about 144 members who are SIG Coordinators. Members spend about $27,000 annually for SIG dues, mostly for newsletters.

The position that AML "is not responsible for actions taken by or on behalf of any SIG" provides our risk insurer the opportunity to deny benefits in the event of a court judgment. Recognizing SIGs and taking appropriate action to insure the SIGs activities is the only logical alternative to control risk. SIGs are a benefit of Mensa membership. For many of our members, SIGs are the value that they receive from their membership. Making SIG coordination and membership easier for our members will increase that benefit. We have the opportunity to take advantage of technology to make available to SIGs substantial increases in services, with minimum incremental cost.

FINANCIAL IMPACT:
Additional Staff time (minimal increase expected and should be absorbed with currently staffing levels).
Some computer programming (levels depend on the timeline for purchase and installation of new software).
Printing and postage, which depends on the level of communication with SIG coordinators (monthly like LocSecs?).
Additional insurance costs (unknown).

Here we have an ambiguously worded motion with unknown and variable impact on the society (manage that risk!). It would take administration of SIGs out of member hands and put it in the National Office — somehow. The major reason given is insurance. “AAA” would like the members of the Burning Man, Naturist, or Polymorphic-Perversity SIGs (to name a few) to consider how long they could exist under an insurance-driven SIG regime. Did we mention risk-managing American Mensa out of any meaningful existence?

So we end as we began this column, with an ill-considered motion. Unfortunately for American Mensa, that is becoming a pattern with this AMC.