| TITLE | ACTIVE | FREQUENCY | EVENT DATE |
|---|---|---|---|
| STANDING COMMITTEES | |||
| Business Opportunity | JAN-DEC | 1 per mo. | ABL Membership |
| Public Policy | JAN-DEC | 1 per mo. | ABL Membership |
| Education | JAN-DEC | 1 per mo. | ABL Membership |
| Membership | JAN-DEC | 1 per mo. | ABL Membership |
| Nominating & Governance | JAN-DEC | 1 per mo. | ABL Membership |
| Innovation | JAN-DEC | 1 per mo. | ABL Membership |
| Strategic Planning | JAN-DEC | 1 per mo. | ABL Membership |
Responsible for the development and implementation of programs for ABL members that would increase access to business development opportunities and the expansion of business relationships.
Responsible for the development of continuing education programs, including seminars and training, based on members’ needs. Topics range from personnel management to contracts and bidding.
Governance oversees compliance and fiduciary responsibility of the ABL and its Board of Directors, i.e. board nominations and bylaws, to facilitate the Board of Director’s ability to make sound decisions about the direction of the organization.
Develops and initiates programs and projects that optimize the resources of the ABL. Additionally, the committee will collaborate with the Executive and Membership Committees to educate members about technological trends that have a material impact on ABL partners and stakeholders. The committee also seeks to increase awareness of the League’s support for technology initiatives while creating and implementing action plans that increase the public’s awareness of the League’s activities, projects and programs.
Responsible for planning and implementing programs and events designed to recruit and retain members. The committee recommends and evaluates products and services, which provide direct enhancements and tangible benefits to the membership.
Monitors and coordinates legislative and governmental affairs of concern to constituent body of organization. Create and maintain a legislative and governmental awareness of ABL, its programs and activities.
(Triennial D.C. Fly-In – Three-day trip to the nation’s capital to meet with Georgia’s Congressional delegation and department heads of various federal agencies to discuss legislative matters and business opportunities)
Responsible for establishing the direction and sustainable development of for the ABL by assessing both where it is and where it is going. The strategic plan records the mission, vision, and values, as well as the ABL’s long-term goals and action plans needed to achieve them.
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