Our Board of Trustees
Gloria M. Halverson
T. Lisle Whitman, MD
Al Weir, III, MD
Mike Chupp, MD
Chief Executive Officer
John H. Gill, MD
Brenda Abraham, MD; Ruth Bolton, MD; William Cheshire, Jr. , MD MA Ethics; Michael Crouch, MD; Tim DeKoninck, MD (Resident Trustee); Rachel B. DiSanto, MD; Eric Edwards, MD; John H. Gill, MD; Omari Hodge, MD; Jerome J. Hric, MD; Tracy Liang (Student Trustee); John D. Mellinger, MD, FACS; Charlotte A. Paolini, DO; John G. Pierce, Jr., MD; Jack Pike, BS, PA-C; Daniel Rahn, MD; Blake Westra, DMD; and N. Dale Willis
The Board of Trustees is the governing body of CMDA. It is the final policy making body for all matters. The Board interprets and applies policies of the organization and establishes guidelines for the Chief Executive Officer and staff. It is responsible for the preparation of the annual budget with the Chief Executive Officer, supervises financial officers, and gives an accounting of the organization’s finances at the annual meeting of the House of Representatives.
The Board is comprised of a President, President-elect, Past-President (serving for one year after Presidency); CEO (ex officio), 12 Physicians/Dentists, Up to 2 Friends of CMDA, Up to 3 Associate Members, A Young Trustee (Physician/Dental Member, 40 or younger), 1 Medical/Dental Student; and 1 Medical/Dental Resident.
New trustees are nominated by a joint committee of the House of Representatives and the Board of Trustees. They look at the service record of potential nominees to CMDA, their leadership capabilities, expertise, and Christian testimony. Their nominees then are approved by both the House and the Board annually.
- Four year term of office , one year terms for student and resident trustees
- Regularly attends three board meetings per year at the individual’s expense and important related meetings by phone
- Makes serious commitment to participate actively in committee work
- Volunteers for and willingly accepts assignment and completes them thoroughly and on time
- Stays informed about committee matters, prepares themselves well for meetings and reviews and comments on minutes and reports
The responsibility of the Board is to lead the organization toward the desired performance and assure that it occurs. The boarrd's specific contributions are unique to its trusteeship role and necessary for proper governance and management. These include:
- Setting written policies, which at the oversight level, address:
A. Strategic Plan: Organizational products, impacts, benefits, and outcomes; i.e., what good for which needs at what cost.
B. Governance Process: Specification of how the Board conceives, carries out, and monitors its own task.
C. Board-CEO Relationship: How authority is delegated and its proper use monitored.
D. Executive Parameters/Limitations: Constraints on executive authority, which establish the prudential and ethical boundaries within which lie acceptable arenas of executive activity and decisions.
- Assuring and evaluating CEO performance against the Mission, Vision, Values, and Strategic Plan to the extent that these areas are within the CEO's authority and control.
- Assessing the CEO's spiritual, mental, and physical balance and boundaries.
- Being involved in fundraising by using their personal influence and example to encourage others to give via gifts, annuity, estate planning, life insurance, sponsorships, and service.