OVERALL USB will provide advance notification to USDA of all USB meetings, including Board, Committee, Ad Hoc, task force and with any other Federal Government agency. BOARD MEMBER General Charge Board members are responsible for setting organization direction, ensuring necessary resources and providing oversight. Board members are responsible to carry out the fiduciary responsibilities of Duty of Care, Duty of Loyalty and Duty of Obedience. Responsibilities
  1. Set organizational direction through engagement in strategic thinking, establish organizational values and approve annual operational plans.
  2. Ensure necessary resources of a capable and responsible board, promote a positive image of the board and ensure financial responsibility.
  3. Provide oversight of financial investments, minimize exposure to risk, measure progress of strategic plan, and evaluate CEO and Board.
  4. Perform Duty of Care preparing for meetings and exercising independent judgement and care in decision making/voting.
  5. Honor Duty of Loyalty as a standard of faithfulness performing role free of conflict of interests and in best interest of all U.S. soybean farmers.
  6. Adhere to Duty of Obedience supporting the board’s core value, mission, vision and goals and decisions of the board.
  7. Understand the bylaws of the board and carry out the responsibilities as a board member in accordance with the regulations associated with the Soybean Promotion, Research and Consumer Information Act and Order, USDA guidelines for AMS Oversight of Commodity Research and Promotion Programs and Board policy.
  8. Prepare and understand board information and materials to make informed decisions and to responsibly invest and evaluate the board’s financial investments.
  9. Strategically oversee the implementation of the board’s core value, mission, vision, and goals.
  10. Participate in leadership and development training as directed by the board.
  11. Expect to meet as a board no less than three times a year and actively prepare and participate in the Board, action teams and other committee/task force meetings, unless the member attends via video or telephone conference call when available. Additional travel optional.
  12. Review and approve the USB Policy on at least an annual basis or as needed throughout the year.
EXECUTIVE COMMITTEE
General Charge and Responsibilities
“The Board shall elect an Executive Committee which shall be responsible for the day-to-day operation of the Board within the policies established by the Board. The Executive Committee shall consist of the Chairperson, Vice Chairperson, Treasurer, Secretary and six other directors elected at-large. The immediate past Chairperson of the Board, while he or she remains a member of the Board, shall serve as an ex officio member of the Executive Committee. If a Chairperson of the Board resigns prior to the end of his or her term, both the resigning Chairperson and the Immediate Past Chairperson of the Board which the resigning Chairperson succeeded in office shall serve on the Executive Committee as ex officio members until the next annual meeting of the Board. When in the opinion of the Chairman an emergency exists, the Executive Committee is authorized to approve the expenditure of funds within individual program levels approved by the Board. Approval requires at least two-thirds of its members present at any meeting in which there exists a quorum. Such funding authority shall exist only until the next scheduled Board meeting.” (Article VIII, Section 1. in the Bylaws Appendix G.)
AUDIT AND EVALUATION General Charge The Audit and Evaluation Committee is responsible to USB. Its primary functions are to ensure that checkoff funds are being spent for the intended purpose and to determine if soybean producers have received a reasonable return on investments made by USB. Responsibilities
  1. Ensure that the financial relationship between contractors and the USB is authorized by the Act and Order and policies of the USB. Cooperate fully with USDA on all compliance audit activities.
  2. Provide technical support to the Board on matters related to program evaluation.
  3. Ensure that all auditing requirements are met by QSSBs and other checkoff-related entities.
  4. Ensure that an annual certified financial audit is conducted and review findings with the Board and the Board’s auditor.
  5. Establish a methodology to evaluate all aspects of USB’s activities.
  6. Oversee periodic contract compliance audits of contractors and subcontractors.
  7. It is at the Chairperson’s discretion to review information related to bylaw amendments, and other issues identified by the USB Chairperson.
FINANCIAL AUDIT General Charge The Financial Audit Committee has been charged to act as liaison between USB and the independent auditors, and to recommend any additional roles and responsibilities to the board as may seem appropriate. Responsibilities The Committee determined the following relevant items to be incorporated into the charter of the USB Financial Audit Committee:
  1. USB Chairperson shall appoint a chair of the committee as well as the all other membership appointments. The USB Chairperson shall serve as a non-voting ex officio member of the committee. All members shall be independent with respect to the financial reporting of USB.
  2. Should have access to financial expertise through a staff-swap arrangement with another organization. Financial expertise is defined as:
    1. An understanding of generally accepted accounting principles (GAAP), generally accepted government auditing standards (GAGAS) and financial statements.
    2. The ability to assess the general application of such principles and standards in connection with accounting for estimates, accruals and reserves.
    3. Experience preparing, auditing, analyzing or evaluating financial statements.
    4. An understanding of internal controls and procedures for financial reporting.
    5. An understanding of audit committee functions.
    6. A general understanding of nonprofit financial issues and specific knowledge of the industry.
  3. Shall review its charter annually and recommend any proposed changes to the Board of Directors.
  4. Will meet as needed, but not less frequently than twice each year.
    1. Meet with the outside auditors during the planning phase of the audit.
    2. Meet to review the draft audited financial statements and other required disclosures.
    3. It is desired that at least one meeting each year be held in person.
  5. Will conduct executive sessions with the outside auditors, CEO, COO, Director of Finance and USDA. At its discretion, the Financial Audit Committee may also conduct executive sessions with outside counsel and USDA.
  6. Shall make recommendations of independent auditors and shall be authorized to hire other consultants as necessary.
  7. Will review with management the policies and procedures with respect to financial approvals and authorizations, and will consider the results of any review of these areas by the independent auditors.
  8. Will consult with management and the independent auditors about significant risks or exposures facing USB and steps taken to minimize such risks, and will periodically review compliance with those steps.
  9. Will review with the independent auditors the adequacy of internal controls and any related significant findings and recommendations of the auditors together with management’s responses.
  10. Will review with management and the independent auditors the effect of any regulatory and accounting initiatives, as well as other unique transactions and financial relationships, if any.
  11. Will review with management any interim financial reports issued since the last meeting.
  12. Will review with each public accounting firm that performs an audit:
    1. All critical accounting policies and practices used by USB.
    2. All alternative treatments of financial information within GAAP that have been discussed with management, the ramifications of each alternative and the treatment preferred by USB.
  13. Will review all material written communications between the independent auditors and management, such as any management letter or schedule of unadjusted differences.
  14. Will review with management and the independent auditors:
    1. USB’s annual financial statement and related notes.
    2. The independent auditors’ audit of the financial statements and their report thereon.
    3. The independent auditors’ judgments about the quality, not just the acceptability, of USB’s accounting principles as applied in its financial reporting.
    4. Any significant changes required in the independent auditors’ audit plan.
    5. Any serious difficulties or disputes with management encountered during the audit.
    6. Matters required to be discussed by applicable auditing standards.
  15. Will review with general counsel legal and regulatory matters that, in the opinion of management, may have a material impact on the financial statements, related USB compliance policies, and programs and reports received from regulators.
  16. Will perform such other functions as assigned by USB’s board of Directors or Executive Committee.
  17. Will evaluate the independent auditors and report to the Executive Committee on such evaluation.
  18. Will review its effectiveness.
  19. Will create an agenda for the ensuing year that shall include:
    1. Oversee the independent audit.
    2. Review internal control procedures.
    3. Review approval and authorization policies and procedures.
    4. Review the Financial Audit Committee charter.
  20. Will make an annual report to the Executive Committee of the audit results and will recommend acceptance of the audited financial statements as presented.
  21. Will respond to all information requests related to the independent audit and to all requests by non-board members related to internal financial information.
  22. Will notify USDA in advance of any entrance and exit conferences with independent auditors regarding USB’s annual financial audit.
STRATEGIC MANAGEMENT COMMITTEE
General Charge
The Strategic Management Committee (SMC) is charged with keeping the Long-Range Strategic Plan (LRSP) of the organization in the forefront, tracking Board activities to assure consistency and relevancy with the goals and milestones of the LRSP, and recommending best practices related to planning, project oversight and investments for Board adoption. SMC Composition The SMC will be comprised of five farmer-leaders, including the USB Vice Chair and the most-immediate Past Chairperson. In addition, three other directors will be elected to the SMC, immediately following the Executive Committee election in December. SMC directors will not serve on any Action Team or Task Force, with the exception of the Vice Chair and the most-immediate Past Chairperson, who will serve on the Executive Committee. The SMC will be chaired by the most-immediate Past Chairperson while he or she remains a member of the Board. if the most-immediate Past Chairperson is not a member of the Board, the SMC will be chaired by the Vice Chair. Responsibilities Program Related:
  1. Monitor and track Action Team programs with a specific emphasis on alignment of programs to the LRSP goals and milestone plans.
  2. Incorporate any audit and evaluation results from A&E related to program strategies into LRSP and future program activities.
  3. Provide program and project oversight best practice recommendations to Action Teams, with an emphasis on measurement.
Executive Committee and Board:
  1. Serve as advisory body for recommendations related to the LRSP goals, milestone progress and program areas to the Executive Committee and the Board.
  2. Provide input to Executive Committee on primary contractors and staff performance as it relates to meeting the LRSP, and identify areas needing additional support or resources.
  3. Review proposed Action Team budgets for input to Treasurer and assure interaction and interface with the Treasurer.
  4. Recommend best practices and procedures and their implementation to the Executive Committee and Board.
  5. Provide an annual report of SMC activities to the Board.
LRSP AND KPIs:
  1. Conduct an annual review of LRSP, respecting the long-range nature of the plan.
  2. Work with Target Area Coordinators to provide a summary and evaluation of annual progress toward target area stategies and Action Team Chairs on progress toward milestone plans to inform any recommended adjustments to the Board.
  3. Oversee the CONNECTIONS sessions.
  4. Oversee USB involvement with SoyInsights.
  5. Undertake global outreach within the value chain and montior external factors.
  6. Assist the Executive Committee with strategic planning every three to five years.
Decision Support Tool:
  1. Implement and monitor use of the Decision Support Tool
  2. Review DST allocations and collaborate with the USB Treasurer as it relates to the Treasurer’s recommendations to the Board.
ACTION TEAM CHAIR General Charge An Action Team Chair is an elected member of the Executive Committee, appointed by the Chairman of the Board to guide the direction and activities of an individual action team. Three action team chairs will be appointed, each assisted by a vice chair. The Team Chair is ultimately responsible for ensuring their team is investing Board-designated resources to programs that address Action Team goals and audiences objectives. An Action Team Chair can serve no more than two consecutive years at the helm of the same team. By the same token, if a first-year chair is reelected to the Executive Committee, they will continue as Team Chair unless otherwise designated by the Chairperson of the Board. Responsibilities Project Related:
  1. Chair Action Team meetings and facilitate discussion.
  2. Assign a farmer-director to serve as Action Team Vice Chair from the full Action Team.
  3. Work with full Action Team to develop programs that will support Board-approved milestone plans.
  4. Ensure Action Team understanding of Target Area strategies and the relevance in accomplishing the Action Team goals and audience objectives.
  5. Make recommendations to the board of directors for an Action Plan that will support the strategic objectives as established in the Long-Range Strategic Plan.
  6. Oversee Action Team process to fund projects that meet the goals as established in the Long-Range Strategic Plan.
  7. Oversee staff implementation of Action Team’s action plan and approved projects.
  8. Establish Work Groups as appropriate and assign action team farmer-directors.
  9. Assign a Work Group Lead to each established Work Group.
  10. Coordinate activities between Target Areas and Work Groups as needed within that Action Team.
  11. Collaborate with the Target Area Coordinator and other Action Team Chairs as appropriate on programs and projects with relevance to multiple action team interests.
  12. Serve as a farmer-leader point of contact for the Action Team Facilitator and contractor staff.
Executive Committee, SMC, and Board Interaction:
  1. Member of the Executive Committee.
  2. Represent their Action Team on the Executive Committee and to the SMC.
  3. Present Action Team proposed budgets to Treasurer and SMC.
  4. Submit projects to the SMC annually for review of relevance to the Long-Range Strategic Plan and established KPIs.
  5. Provide Action Team progress and status reports to SMC and Board as needed.
  6. Collaborate with the SMC and Target Area Coordinators to ensure there is no duplication or gaps in program or projects across action teams.
  7. Work with SMC, fellow Action Team chairs and Action Team contractors staff to ensure consistent best practices are implemented across the three action teams.
LRSP AND KPIs:
  1. Responsible for creating programs that drive designated goals within the Action Team
  2. Assure every Action Team project has a relevant KPI.
  3. Facilitate monitoring progress toward KPIs.
Decision Support Tool:
  1. Ensure that relevant information is identified for inclusion in the DST working with program staff.
  2. Highlight key information from the DST relevant to the Action Team as the Action Plan and projects are evaluated.
Soy Value Chain:
  1. Coordinate and communicate opportunities for partnership with QSSB Checkoff Partners and national association liaisons.
  2. Work with Target Area Coordinators to assign industry liaisons to Work Groups as deemed necessary.
 ACTION TEAMS General Charge Working at the pleasure and direction of the Board, each Action Team is responsible to the Board of Directors and drives efforts to increase the value of U.S. soy to defined segment of the value chain.  Below are the USB Action Teams and their primary functions:
  • Supply
    • Its primary function is to review and make recommendations to the Board for the funding of tactics related to the fulfillment of the Supply value chain goals and audiences established by the Long-Range Strategic Plan (LRSP).
  • Marketplace
    • Its primary function is to review and make recommendations to the Board for the funding of tactics related to the fulfillment of the Marketplace value chain goals and audiences set by the Long-Range Strategic Plan (LRSP).
  • Demand
    • Its primary function is to review and make recommendations to the Board for the funding of tactics related to the fulfillment of the Demand value chain goals and audiences set by the Long-Range Strategic Plan (LRSP).
Responsibilities
  1. Serve as the forum for discussion of programs and priorities that will create, maintain or increase demand for U.S. soybeans, soybean meal and/or soybean oil products globally.
  2. Within the USB designated planning process, select and recommend to the Board programs that will create, maintain or increase demand for U.S. soybeans, soybean meal and/or soybean oil products.
  3. Oversee and implement the approved program and project agenda activities.
  4. Ensure that all Action Team programs are related to the LRSP. Support the annual review of programs by the Strategic Management Committee (SMC)
Action Team Member Service Action Team members can serve 5 consecutive one-year terms on the same Action Team without additional Board approval required. TARGET AREA COORDINATOR General Charge Target Area Coordinators will be elected members of the Executive Committee. A Target Area Coordinator will be appointed by the Chair of the Board to each of the three Target Areas: Meal, Oil, Sustainability. The Target Area Coordinator is ultimately responsible for advancing the designated strategy toward accomplishing Target Area goals and milestones. Coordinators understand the specific target area value chain and relevance to Action Team progress on milestone plans. Coordinators partner with the SMC to recommend the overarching strategy that will drive accomplishing the milestone plans. The three Target Area Coordinators are supported by a team of three leads from the primary contractors and three third-party market analysts. Responsibilities Executive Committee, SMC, and Board Interaction:
  1. Represent their Target Area.
  2. Provide Target Area trends and insight to SMC and Board as needed.
  3. Collaborate within the three target areas across the three action teams to ensure integration of USB’s funding portfolio.
LRSP AND KPIs:
  1. Work with the SMC to provide a summary and evaluation of annual progress toward goals and strategic objectives to inform any recommended adjustments to the Board.
  2. Provide recommendations to the Board of new or adjusted milestones needed to accomplish the goals.
  3. Provide insight on industry market indicators and subject matter expert analysis that is relevant to the LRSP.
Strategic Objectives & Program Related:
  1. Chair Target Area meetings and facilitate discussion.
  2. Engage farmer-leader and liaison discussion during Target Area meetings.
  3. Participate in Work Group meetings across their designated Target Area.
  4. Coordinate and ensure collaboration on funded projects across Work Groups within the same Target Area.
  5. Identify new opportunities for collaboration across the Target Area and communicate to the Action Team Chair(s).
  6. Collaborate with Action Team Chairs as appropriate on programs with relevance to multiple Action Team interests.
  7. Serve as a farmer-leader point of contact with the appropriate contractor staff.
Decision Support Tool:
  1. Ensure that relevant information is identified for inclusion in the DST working with program staff.
  2. Highlight key information from the DST relevant to the Action Team as the Action Plan and programs are evaluated.
 Soy Value Chain:
  1. Coordinate and communicate opportunities for partnership with industry, QSSBs, and national association liaisons.
  2. Support Action Team Chairs providing industry liaisons to Work Groups as deemed necessary. Industry liaisons are appointed by Board Chair.
TARGET AREAS
General Charge
Working at the pleasure and direction of the Board, the specific Target Area and focuses on accomplishing the strategic objectives needed to accomplish the Long Range Strategic Plan. The three Target Areas work collaboratively together and with the three Action Teams to drive innovation by the bushel, ultimately maximizing the profit opportunities for U.S. soybean farmers.
Below are the three USB Target Areas and their primary functions:
Meal
  • Focuses on creating and enhancing partnerships that increase the value and preference for U.S. soy meal. The Meal Target Area is responsible for defining the strategic approach needed to accomplish the USB milestones and strategic objectives in the Meal target area.
Oil
  • Focuses on creating and enhancing partnerships that increase the value and preference for U.S. soy oil. The Oil Target Area is responsible for defining the strategic approach needed to accomplish the USB milestones and strategic objectives in the Oil target area.
Sustainability
  • Focuses on creating and enhancing partnerships that increase the value and preference for U.S. soy. The Sustainability Target Area is responsible for defining the strategic approach needed to accomplish the USB milestones and strategic objectives in the Sustainabilty target area.
Responsibilities
  1. Serve as the forum for discussion of strategic approaches that will create, maintain or increase demand for U.S. soybeans, soybean meal and/or soybean oil products globally.
  2. Seek insights, data and trends from market analysts and the designated value chain to provide insights that may inform strategy development.
  3. Collaborate with the SMC to provide a recommendation to the Board on potential updates to the strategic objectives, Target Area strategic approaches, and milestones needed to accomplish the Long Range Strategic Plan goals and milestone plans.
  4. Provide a recommendation to the Board on funding allocation to Long Range Strategic Plan goals.
  5. Ensure collaboration across Action Teams within the Target Area and identify any potential program gaps or overlaps.
WORK GROUP General Charge Work Group members provide support and feedback to the full Action Team on project direction and funding. Work Groups may meet individually, as well as in the February Target Area meeting across Action Teams prior to the Board meeting and following the July Board meeting for the Action Team meetings. Work Groups are comprised of USB directors, QSSB Checkoff Partners, national association liaisons and industry. National association liaisons will include a maximum of one (1) per Action Team. QSSB Checkoff Partners will include a maximum of four (4) per Action Team corresponding with each Target Area. QSSB Checkoff Partners and National Association Liaisons QSSB checkoff partners and national association liaisons are responsible for demonstrating proactive support for the soybean checkoff by facilitating more effective and transparent partnerships between soybean associations, QSSBs, industry and the Board. It is the responsibility of the individuals appointed by their organizations to enhance communications between USB and the liaison organizations. Furthermore, USB liaisons and QSSB Checkoff Partners will seek mutually beneficial collaborations that effectively invest and leverage soybean checkoff resources, maximizing profit opportunities for all U.S. soybean farmers. All USB liaisons & QSSB Checkoff Partners will be responsible for the following objectives:
  1. Provide perspectives on the activities of the Board and offer project ideas where appropriate as they relate to USB’s Long-Range Strategic Plan
  2. To bring USB priorities and action back to the liaisons’ organizations for complementary and/or coordinating activities
  3. Encouraged to participate in Work Group discussions and during Action Team meetings when addressed by the Chair
  4. Responsible for bringing information back to their organization on activities of USB that could lead to actionable activities of the organization
  5. To offer two-way communication in the area of collaboration between organizations that meets checkoff priorities and USB’s Long-Range Strategic Plan
QSSB Checkoff Partners will be responsible for the following objectives:
  1. Demonstrate shared responsibility with USB to provide profit opportunities for U.S. soybean farmers, profitable investment of funds.
  2. Assist USB in eliminating duplication of efforts throughout the entire soybean Checkoff program
  3. Provide input on USB strategies for the benefit of all U.S. soybean farmers when requested by AT Chair.
  4. Demonstrate a shared commitment to managing an effective and compliant Checkoff program
National association liaisons will be responsible for the following objectives:
  1. Inform the Action Team of legislative, policy and regulatory efforts and outcomes, as they apply to the Strategic Objectives of the specific Action Team in the form of an official report to the Action Team/as part of the February and July in-person Action Team meetings.
  2. Inform liaison organization’s leadership of Action Team’s investments and strategies, ensuring the activities are complimentary.
  3. Inform liaison organization’s leadership of the Action Team’s strategic international direction and priorities managed through international contractor, USSEC, ensuring complimentary policy development activities are developed both domestically and internationally.
To ensure all Liaisons and QSSB Checkoff Partners are provided the opportunities and resources needed to meet the stated objectives, United Soybean Board’s Action Team Leads will:
  1. Include national association liaison reports as an agenda item for the February & July Action Team meetings and make those Action Team reports available to the full Board.
  2. Provide appropriate Action Team meeting materials to all Liaisons and QSSB Checkoff Partners prior to AT meetings.
Work Group Liaison Funding & Representation Work Group Liaisons are assigned to attend Action Team and/or Work Group meetings as follows:
  1. National association farmer-leaders are selected by their organizations and liaisons will be appointed to a USB Action Team with one liaison per USB Action Team. Each USB Action Team Liaison will self-select a separate working group, with one liaison per USB Action Team. National association liaisons will be included on Action Team in-person meeting agendas and will provide an official report to the Action Team in February and July in-person meetings. USB will reimburse travel costs for national association liaison participation in Action Team meetings and the Board meeting only in February and July. USB will reimburse travel costs for a maximum of four (4) nights for both the February and July Board meetings for each national association liaison. If a liaison cannot attend an Action Team meeting, a list of substitute liaison(s) for that meeting needs to be provided to the USB office in advance of the meeting to ensure expense reports can be processed.  All travel expenses must be in accordance to the USB Policy, Travel Expense Reimbursements.
  2. QSSB Checkoff Partners:  Prior to the December Board of Directors meeting, the USB chairperson will issue an invitation to QSSB chairmen to nominate two individuals, QSSB farmer-leaders or staff members, to participate as QSSB Checkoff Partners. The Chairperson of the Board will then appoint one official QSSB representative per Work Group from among those who are nominated, to serve as a representative for all QSSB Checkoff Partners at Work Group meetings. This is necessary to encourage diversity in representation. Any QSSB representative is welcome to attend Work Group meetings and is encouraged to provide input to the “official” representative to share at meetings. QSSBs will travel at their own expense; however, upon request to the USB Chairman, travel scholarships may be made available to the official liaison. If approved, QSSB scholarships will reimburse actual travel costs for a maximum of four (4) nights for both the February and July Board meetings for each QSSB Checkoff Partner. All travel expenses must be in accordance to the USB Policy, Travel Expense Reimbursements.
  3. Industry liaisons:  Industry liaisons are appointed to work groups by the Board Chairperson. Industry liaisons participate at their own expense.
PRIMARY CONTRACTOR General Charge USB contracts with outside organizations to manage and implement programs and projects funded by the United Soybean Board. These contractors work at the discretion of the Board of Directors and are responsible to the Board and USB executive staff. Primary Contractor Roles:
  1. The communications contractor is responsible for coordinating all communication and marketing services, which may include communications and marketing planning, support, development and oversight of subcontractor deliverables as funded by USB, ultimately ensuring consistent messaging and strategic approach.
  2. The domestic programs contractor is responsible for managing and, as required, implementing all domestic research and marketing programs designed to increase the value of and demand for U.S. soy.
  3. The international programs contractor is responsible for managing and, as required, implementing all programs outside of the U.S. designed to increase the value of and demand for U.S. soy.
Board and Action Team Related Responsibilities Executive Staff & Program Implementation
  1. Support USB executive and administrative staff in the operations of the United Soybean Board of Directors as needed and as requested.
  2. Responsible for implementing the direction of the United Soybean Board of Directors and supporting the USB Long-Range Strategic Plan (LRSP).
  3. Serve as subject matter experts in their respective areas of expertise.
  4. Ensure all funded activities and extensions of those activities fall within the Act & the Order, USDA Guidelines and Board policy and align with the USB LRSP.
  5. Support Target Area coordinators in developing strategic direction for consideration by the United Soybean Board of Directors.
  6. Develop an Action Team action plan under the direction for consideration by the United Soybean Board of Directors.
  7. Work with Action Team Chairs and Target Area Coordinators to ensure that program activities support USB’s goals, target area strategies and milestone plans.
  8. Collaborate with the other primary contractors to provide seamless Action Team and Target Area staffing coordination under the direction of USB executive staff.
  9. Coordinate activities with other primary contractors within each Action Team and across all Action Teams and Target Areas.
  10. Collaborate with the other primary contractors to manage the Action Team budget.
  11. Manage subcontractors, including project contracts, deliverables, deadlines, reports and budgets.
  12. As required, implement Action Team project activities.
  13. Create and submit a unified USB Action Team Report (strategic focus) in coordination with the full Action Team staff twice annually (December and July).
  14. Provide staffing to USB Work Groups as requested.
  15. Provide financial updates to the Board as designated in the USB staff resource manual.
  16. Provide timely project billings to USB with required back up.
  17. Secure farmer-leader, USB staff and other approvals as necessary on program and project activities and actions.
  18. Provide to USB Director-approved activities in appropriate USDA format for approval.
  19. Ensure a full understanding of the Act and Order, USB Policy Manual and USB Staff Resource Manual and implementation of the manual by all staff.
Executive Committee and SMC Interaction:
  1. Provide support to USB senior staff as requested in providing updates on Action Team program and project activities and budgets to the Executive Committee and Strategic Management Committee.
  2. Provide a unified Action Team staff presentation to the SMC evaluating fiscal year strategies and activities. Provide a candid assessment of both successes and areas of improvement.
Soy Value Chain:
  1. Coordinate and collaborate activities with all QSSBs, as necessary. Leverage USB program funding with industry activities to ensure a maximum return on investment for checkoff funds.
  2. Work within the soy value chain as defined in the USB long-range strategic plan and any appropriate related industries to be aware of trends and activities relative to USB and to provide those groups with information about USB programs.
  3. Serve as an extension of USB staff at industry meetings, conferences and shows.
  4. Coordinate and communicate opportunities for partnership with national association liaisons and QSSB Checkoff Partners.
Performance and Evaluation:
  1. Support Action Team in developing program and project KPIs.
  2. Track project performance toward meeting the designated KPIs and report final results.
  3. Primary contractors are evaluated annually by the United Soybean Board of Directors on their performance.
ACTION TEAM STAFF LEADS (ATSL) General Charge (Role)
  1. One staff person from each primary contractor will be assigned as a staff lead to each Action Team.
  2. The staff leads will operate as a cohesive team to support the Action Team while driving strategic thinking consistent with USB’s Long Range Strategic Plan.
  3. Staff leads work collaboratively to help manage the Action Team operations, relevant board-directed initiatives, and assist in program management of the Action Team’s Investments.
  4. Staff leads are the overall Action Team Program Managers and must be able to discuss the strategic relevance of the various components of the Action Team Programs as it relates to the LRSP and the Target Area Strategies. Staff leads are responsible for determining when to engage Subject Matter Experts (SMEs) from each of the Primary Contractors to provide additional detail at the times that is necessary. When it comes to knowing the details of various Projects funded by the Action Team it is not expected that each Staff leads will know the intimate details of each project but rather they need to understand the overall relevance within the Action Team Programs.
  5. Staff leads serve as the primary point of contact on Action Team related issues for Action Team Members.
Responsibilities
  1. Ensure that all USB and USDA policies and guidelines relative to the respective decision making processes are complied with at all times.
  2. Have a deep understanding of the USB LRSP, Target Area Strategies, and milestone plans.
  3. Coordinate and collaborate with target area market analysts and staff leads to ensure all programs activities are aligned with the Target Area Strategies.
  4. Collaboratively with other staff leads, jointly lead Action Team meetings as directed by the Chair.
  5. Coordinate and involve subject matter expertise as needed to provide relevant information to the Action Team and to assist in the decision making process.
  6. Provide support to Action Team Chair to develop programs that support the LRSP goals and corresponding milestone plans that fall within the Action Team. At the direction of the Action Team Chair conduct regular conference calls with Action Team Chair and/or full Action Team. Involve USB Staff as appropriate.
  7. Implement decision making processes within Action Team as directed by the Board or USB executive Staff.
  8. Ensure best practices are utilized across the three action teams to allow for a consistent Action Team experience for USB farmer-leaders under the direction of USB executive staff.
  9. Work with the assigned Primary Contractor Staff Member to report on Action Team budget, ensure directors are abreast of Action Team financials and ensure that necessary financial decisions are taken in a timely and compliant manner by the Action Team Members.
  10. Oversee the Primary Contractor Staff Member assigned to coordinate Action Team conference calls, call agendas and fax votes.
  11. Serves as the point of contact for the Work Group Leads for assigned target area(s).
  12. Interact with Action Team Chair to arrange for Action Team Members involvement in industry engagement opportunities.
  13. Provides one-page quarterly Action Team Management recap document to full Action Team.
  14. Participate in scheduled staff leads and primary contractor staff lead joint meetings. (planned for 3X per annum approximately 8 weeks prior to USB Board Meetings)
  15. Ensure that staff leads communicate with each other, and appropriate subcontractors on program actions/issues to build overall understanding as these actions might impact other program areas within the action team.
  16. Fully understand and utilize the USB Staff Resource Manual to staff and support the Action Team on an ongoing basis.
Action Team Staff Interactions (between Action Team and Target Area Staff Leads from the three Primary Contractors)
  1. Communicate regularly to ensure programs are collaborated wherever possible to share learnings and experiences; maximize efficiency through sharing resources and minimize duplication of efforts.
  2. Establish a monthly meeting time to ensure ongoing collaboration and interaction to ensure forward thinking and coordinated efforts.
  3. Work with staff admins who support the individual action teams.
  4. Collaborate to ensuring Action Team deadlines are met and are in compliance with the USB Staff Resource Manual.
  5. Follows planning timeline outlined in the Staff Resource Manual or otherwise directed by the Board.
Other Responsibilities: LRSP AND KPIs:
  1. As a part of the annual planning process provide input into the USB long-range strategic plan.
  2. Ensure every Action Team project has relevant and measurable KPIs, including baselines.
  3. Provide ongoing reporting on progress toward KPIs, as stated in the USB Staff Resource Manual.
Decision Support Tool:
  1. Support Target Area and program staff to ensure that relevant information is identified and included in the Decision Support Tool (DST).
Soy Value Chain:
  1. Ensure Work Group liaisons and QSSB Checkoff Partners are provided relevant information and are included in Work Group meetings and discussions.
TARGET AREA STAFF LEADS General Charge
  1. One staff person from each primary contractor will be assigned to the three-person target area staff lead team.
  2. The staff leads will operate as a cohesive team to support the three Target Area Coordinators while driving strategic thinking consistent with USB’s Long Range Strategic Plan.
  3. Staff leads will work collaboratively with the market analysts who will serve as third-party subject matter experts.
  4. Staff leads ensure USB’s target area strategies are consistent and communicated back to their respective organizations and Action Team staff leads and support teams.
Responsibilities
  1. Ensure that all USB and USDA policies and guidelines relative to the respective decision making processes are complied with at all times.
  2. Have a deep understanding of the USB LRSP, goals, target area strategic approaches, strategic objectives, and milestone plans.
  3. Collaboratively support the Target Area Coordinators and market analysts during target area meetings as needed and requested.
  4. Coordinate and collaborate with Action Team staff leads to ensure program activities are aligned with the target are strategic approaches.
  5. Support the Target Area Coordinators and SMC to provide potential updates and insights to target area strategic approaches for consideration by the Board.
  6. Keep the designated Executive Staff apprised of issues that will impact implementation or standardized processes.
  7. Implement decision-making processes within the Target Areas as directed by the Board or USB executive staff.
  8. Ensure best practices are utilized across the three Target Areas to allow for a consistent Action Team experience for USB farmer-leaders under the direction of USB executive staff.
  9. Participate in scheduled staff leads and primary contractor staff lead joint meetings. (planned for 3X per annum approximately 8 weeks prior to USB Board Meetings)
  10. Fully understand and utilize the USB Staff Resource Manual to staff and support the Target Area on an ongoing basis.
Action Team Staff Interactions (between Action Team and Target Area Staff Leads from the three Primary Contractors)
  1. Communicate regularly to ensure programs are collaborated wherever possible to share learnings and experiences; maximize efficiency through sharing resources and minimize duplication of efforts.
  2. Establish a monthly meeting time to ensure ongoing collaboration and interaction to ensure forward thinking and coordinated efforts.
  3. Collaborate to ensuring Target Area deadlines are met and are in compliance with the USB Staff Resource Manual.
  4. Follow planning timeline outlined in the Staff Resource Manual or otherwise directed by the Board.
Responsibilities LRSP AND KPIs:
  1. As a part of the annual planning process support the Target Area Coordinator and USB directors as they review the strategic objectives, milestones, and target area strategic approaches that support the Long Range Strategic Plan goals and milestone plans.
Decision Support Tools:
  1. Support Target Area and program staff to ensure that relevant information is identified and included in the Decision Support Tool.
Soy Value Chain:
  1. Ensure Work Group liaisons and QSSBs are provided relevant information and are included in Work Group meetings and discussions.
  2. Identify new opportunities and support enhancing current industry partnerships that align with the target area strategic approach.
TARGET AREA MARKET ANALYST General Charge
  1. Elevate the discussion at the target area level by provided unbiased strategic market expertise to the Target Area Coordinator and Target Area Working Groups.
  2. Provide insights, trends and analysis that will help inform the target area strategic approach discussion that will ultimately support the Long Range Strategic Plan goals and milestone plans.
  3. Provide insights and support to the USB Executive Committee, Strategic Management Committee.
Responsibilities
  1. Provide insight to the USB Executive leadership on program implementation
  2. Provide insight to the Action Team Target Area working groups
  3. Provide unbiased insights to the Target Area Coordinator of any potential gaps or overlaps.
  4. Work with communications contractor to provide market updates to the Board.
  5. Report to the USB Executive Staff and work with the Strategic Management Committee as requested.
  6. Approved by the SMC chair with farmer oversight provided by the SMC.
  7. Support for strategic planning meeting agenda development.
  8. Attend USB meetings as requested, including Board meetings and SoyInsights.
  9. Monitor Target Area Action Team Work Group meetings/conference calls.
  10. Meet quarterly with other Target Area Market Analysts.
LRSP:
  1. Provide an external expertise and global perspective to the target area strategic approach development and work.
  2. Review the Action Plan drafts to ensure that the strategic objectives and milestone plans are being addressed and to ensure consistency
  3. Support the Target Area Coordinator providing expertise to ensure that the Target Area strategic approach is being well scoped and implemented and aligns with the USB Long Range Strategic Plan.