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Board of Directors Candidate GuideBoard of Directors Candidate GuideBOCATC.ORG 2 The Board of Certification (BOC) The Board of Certification (BOC)was incorporated in 1989 as a not-for-profit credentialing agency to provide a certification program for the entry-level athletic training profession. The BOC establishes both the standards for the practice of athletic training and the continuing education requirements for BOC Certified ATs. The BOC works with state regulatory agencies to provide credential information, professional conduct guidelines and regulatory standards on certification issues. The BOC also has the only entry-level accredited certification program for ATs in the United States and has an International Arrangement with Athletic Rehabilitation Therapy Ireland (ARTI), British Association of Sport Rehabilitators (BASRaT) and Canadian Athletic Therapists Association (CATA). In 2021, the BOC Orthopedic Specialty Certification (orthopedic specialty) for ATs was launched. The Board Certified Specialist in Orthopedics (BCS-O) credential is available to ATs who have acquired specialized education and focused experience in orthopedics beyond the requirements for the ATC® credential. It is the first and only board-certified specialty for ATs who specialize in orthopedics and itis backed by the BOC’s rigorous process and standards. WHO DOES THE BOC SERVE? The BOC has many different “owners:” • The Public: Protecting them through regulation of the athletic training profession. • ATs: Setting the rules and requirements to obtain and maintain certification. • Candidates: Developing and providing the national certification exam required for college students to transition into the workforce and become professional ATs. • Educators: Providing resources to college professors who teach candidates working to become ATs. • BOC Approved Providers: Partnering with organizations who wish to offer continuing education programs to ATs for credential maintenance. • Regulators: Collaborating with state regulatory agencies (state government entities) who regulate ATs at the state level. ATs are licensed or otherwise regulated in 49 states and efforts continue to add licensure in California. • Employers: Providing employers of ATs employment candidates who are ready to fulfill the requirements of the AT role. The BOC Board of Directors The BOC is governed by a nine-member Board of Directors, each responsible for making decisions in the best interest of the organization, ensuring compliance with applicable local, state and federal laws, bylaws, policies and procedures, and advancing the BOC’s mission and strategic objectives. The Board consists of six BOC Certified Athletic Trainer Directors, one Physician Director, one Public Director and one At LargeDirector. All directors serve in a volunteer capacity and are not compensated for their service.Board of Directors Candidate GuideBOCATC.ORG 3 The Board operates under a policy governance model that establishes a clear distinction between governance and management. The Board is responsible for setting the BOC’s policies, strategic direction, and organizational priorities, while delegating authority to the CEO to manage the organization and implement the policies and strategic direction established by the Board. TERM OF OFFICE Directors serve a three-year term, with the possibility of one reappointment. Terms normally coincide with the organization's fiscal year, January 1–December 31. A director may not serve more than two consecutive terms. Accepting a Board position therefore represents a potential six-year commitmentwhen a second term is served. EXPECTATIONS AND TIME COMMITMENT Serving on the BOC Board of Directors is a significant volunteer commitment that requires consistent preparation, participation and availability throughout the year. Candidates should carefully consider the time and travel requirements before applying. Board service includes the following ongoing commitments: • Monthly Board Meetings:The full Board typically meets monthly by virtualcall. Directors are expected to attend each meeting, actively participate in discussion and decision-making, and complete required preparation in advance. • Board Meeting Preparation:The BOC uses a “flipped” meeting format. Meeting materials are provided in advance, and directors are expected to review materials thoroughly and come prepared with questions, discussion points and recommendations. Preparation time should be anticipated in addition to meeting time. • In-Person Board Meetings:The Board meets in person twice each yearfor longer meetings, typically two to three days each.Directors are expected to attend and actively participate in these meetings. Travel time is in addition to the meeting commitment. • Committee Service:Beginning after their first year of Board service, each director participates in one or more BOC committees. Committees typically meetquarterly,with additional preparation and follow-up as needed. • Between-Meeting Engagement:Board service extends beyond scheduled meetings. Directors may be asked to review materials, provide feedback, participate in discussions, complete assignments, communicate with BOC leadership or other directors, and contribute to time-sensitive Board work between meetings. • Orientation and Onboarding:New directors participate in an orientation process that includes scheduled calls and check-ins with the CEO, Board President and a Board- appointed mentor. New directors should anticipate additional time during their first year to become familiar with BOCgovernance, policies, strategic priorities and Board responsibilities. • Annual and Special Commitments:Directors may periodically be asked to participate in additional Board or organizational activities, including strategic planning, special Board of Directors Candidate GuideBOCATC.ORG 4 projects, educational opportunities or other work necessary to fulfill the Board's responsibilities. BEFORE YOU APPLY Board service requires a multi-year commitment and a substantial investment of time throughout the year. Candidates should consider whether they can consistently attend meetings, prepare in advance, travel for in-person meetings, participate in committee work and remain engaged between meetings for the duration of their term. Because Board decisions affect the BOC, its certificants, candidates and the public, regular attendance and active participation are essential expectations of every director. Candidates should have the support of their employer and/or other relevant partiesto meet the demands of Board service. Board members take on an importantresponsibility when accepting to work toward advancing the mission of the BOC and are expected to carry out their work in a trustworthy and diligent manner. Board members are asked to complete the following agreements upon agreeing to serve, and annually thereafter: Commitment to Serve • Recognizing the duties and responsibilities of the appointment Confidentiality • Agreement outlines the type of information that is deemed confidential Conflict of Interest • Any conflict of interest, or potential conflict of interest, should be disclosed upfront by an incoming board member. A conflict of interest is a transaction or arrangement that benefits a volunteer ona personal, professional, business or financial nature. Within the confidentiality agreement is an opportunity to disclose actual or potential conflicts of interest. Should a conflict of interest or appearance of a conflict of interest arise following completion of the form, the board member will immediately notify, in writing, the board president or CEO. The BOC Board of Directors will determine whether a director shall be excused from voting on any matter involving the conflict. POSITION OVERVIEW AND SPECIFIC RESPONSIBILITIES BOC directors are responsible for governing the organization in the best interests of the public and current and prospective BOC Certified ATs. Directors provide strategic and fiduciary oversight, establish organizational policy, and hold the CEO accountable for organizational performance and implementation of the Board’s direction. Directors are expected to: • Assess trends and needs affecting the athletic training profession and their implications for the BOC. • Establish and monitor the BOC’s strategic direction, policies, financial sustainability, and organizational integrity.Board of Directors Candidate GuideBOCATC.ORG 5 • Fulfill fiduciary responsibilities, approve the annual budget, and oversee long-term financial and investment planning. • Govern within the BOC’s Bylaws, policies, and established Board-management delegations. • Hold the CEO accountable for effective management and implementation of Board- approved policies and strategic priorities. • Establish and approve requirements and standards related to certification, examination, continuing education, certification maintenance, and professional practice. • Support programs that advance and promote the BOC’s credentials with the public and regulatory bodies. • Promote collaboration with NATA and other organizations advancing the athletic training profession. • Uphold and advance high ethical standards for the BOC and BOC Certified ATs. REQUIRED QUALIFICATIONS Candidates should possess the qualifications and core competencies necessary for effective governance and oversight. All candidates, regardless of position, should demonstrate experience or knowledge with an oversight board (e.g., NATA, Commission on Accreditation of Athletic Training Education (CAATE), state athletic training organization, state regulatory board, credentialing board, corporate structure, public or non-profit organization). Candidates should not hold elected or appointed office on a state, provincial, or national regulatory board or serve on the Board of Directors for NATA, CAATE, or NATA Foundation, Inc. Athletic Trainer Director Any BOC Certified Athletic Trainer shall be eligible for appointment as an Athletic Trainer Director who: • Has been certified as an Athletic Trainer by the BOC for at least 5 years prior to appointment, and; • Holds a National Provider Identifier (NPI) Number, and; • Is in good standing with the BOC, and; • Who, if the state of their residence or practice regulates the profession of athletic training, maintains current state license or equivalent credential in good standing. Physician Director Any person is eligible if they meet the required qualifications plus: • Are licensed as a medical doctor or Doctor of Osteopathic Medicine. • Holds a National Provider Identifier (NPI) Number. • Are currently recognized in good standing by the governmental authority responsible for licensure of their profession. • Demonstrate interest in health and safety through a willingness to be a physician advocate for consumers of athletic training services. • Does not practice as a BOC Certified Athletic Trainer as their primary means of employment.Board of Directors Candidate GuideBOCATC.ORG 6 Public Director Any person who is not qualified to be an Athletic Trainer Director or Physician Director shall be eligible for appointment as a Public Director who: • Demonstrates interest in health and safety through a willingness to be a public advocate for consumers of athletic training services and; • Brings a perspective to the decision and policy making organization that is different from that of the certificantsand helps to balance the organization’s role in protecting the public while advancing the interests of the profession. The Public Director shall NOT be any of the following: • a part of, nor has ever been part of, the profession or occupation of Athletic Training; • a supervisor, manager, employee, or subordinate of individuals in the Athletic Training profession. At Large Director Any person shall be eligible for appointment as an At Large Director who: • Brings perspectives, skills, or experiences that may complement the current Board of Directors and help address present or emerging needs of the organization, and/or; • Represents viewpoints, networks, or areas of expertise that may strengthen the Board’s ability to respond to evolving priorities and opportunities, and/or; • Demonstrates interest in health and safety through a willingness to be an advocate for consumers of athletic training services. EXCLUSIONS • No director shall have any familial or supervisory relationship with any other director or staff member. Additional Information The following information provides important context for prospective Board candidates, including the BOC’s strategic priorities, core competencies, selection process, application requirements, interview expectations, and selection timeline. Candidates are encouraged to review this information carefully to understand the expectations and process for Board service. CURRENTBOCSTRATEGIC PRIORITIES(2024-2026) 1.ADVOCATE:BOC generates advocacy partnerships and initiatives to enable certificants to maximize their abilities, ensuring patient-centered care in the face of shifting care models. This includes ensuring policy makers recognize the value of BOC certifications and the profession of athletic training. 2.ELEVATE: BOC advances the athletic training profession and promotes continued competence through innovative continuing professional certification (CPC), continuing education through BOC Approved Provider standards, quality high-stakes exams, contemporary practice analyses, international arrangement growth and recognized standards of professional practice for athletic training beyond the ATC® credential.Board of Directors Candidate GuideBOCATC.ORG 7 3.COLLABORATE: BOC collaborates with industry organizationsand partnersto foster excellence and expand the reach and impact of the athletic training profession at the state, federal and international levels. 4.PROTECT: BOC’s exams and certifications are accredited, and their processes are recognized domestically and globally as the industry standard of initial and ongoing competence, practice and responsibility. 5.INNOVATE: BOC innovates by focusing on the future, providing robust technology options for candidates and ATs, with the flexibility to access and maintain their professional certification at the highest standards. 6.SUSTAIN: BOC prepares for the future through financial and operational stability and a foresight culture. CORE COMPETENCIES The BOC expects each board director to possess a set of core competencies that are foundational in driving the mission and vision of the BOC. As organizational leaders, directors must demonstrate Integritythrough honesty, confidentiality and discretion. In addition, they need to show Accountabilitythrough timely preparation of board assignments and thoughtful engagement in meetings. It is imperative that director Collaborationis effective and proactive with board members in order toachieve results aligned with the BOC mission. A director leverages their Leadershiptalents to positively influence and guide others upholding the mission of the BOC. In addition, directors are adept at delivering clear, succinct, audience- appropriate Communication. APPLICATION REQUIREMENTS To apply for a position on the BOC Board of Directors, please submit the following information to the Volunteer@bocatc.org by the designated deadline: • Letter of Interest. • A copy of your current resume/CV. RECRUITMENTPROCESS Each year, ahead of the call for director applications, the Board of Directors will assess its current composition, collective competencies, and governance needs. As part of this assessment, the Board will consider emerging trends, regulatory and governance priorities, leadership experience, and relevant practice settings to identify the knowledge, skills, and perspectives necessary to support effective oversight, informed decision-making, and the achievement of the BOC’s strategic objectives. APPLICATION REVIEW, INTERVIEW AND EVALUATION PROCESS Applications are reviewed by the BOC’s Nominating Committee. Following the application review, selected candidates will be invited to participate in an interview with the Nominating Committee. The interview will be conducted virtually and will provide an opportunity for the Committee to learn more about each candidate’s experience, leadership perspective, qualifications and interest in serving on the BOC Board of Directors.Board of Directors Candidate GuideBOCATC.ORG 8 The Nominating Committee is a separate committee from the BOC Board of Directorsand is responsible for facilitating the candidate review and interview process. The Committee does not make the final appointment decision. Following the interviews, the Nominating Committee will recommend at least two candidates for each available Director position to the BOC Board of Directors for appointment consideration. The Board of Directors will then make the final appointment decision. Once appointed, the new Director will participate in an onboarding and orientation period before beginning their full term as a voting member of the Board. Learn more about the BOC Nominating CommitteeNext >