The Â鶹ÒùÔº Board of Directors is responsible for governing the association using best practices in association governance and focuses its attention and activities on setting the strategic direction of the organization.

Â鶹ÒùԺ’s Board of Directors consists of elected voting members and the President & CEO.

Nominations Open for Â鶹ÒùÔº Board of Directors

The Â鶹ÒùÔº Board of Directors is responsible for governing the Association, utilizing best practices in nonprofit governance, and directing its attention and activities to establish the strategic direction of the organization. This requires individuals who are prepared to make decisions in the best interests of the Association.

The Nominating Committee seeks individuals with a record of demonstrated leadership experience, particularly within Â鶹ÒùԺ’s local chapters or national committees, or governance or leadership experience within other nonprofit organizations or professional societies (local or national). Completed applications are due by May 1, 2025. 

Officers

Chair
Luis Delgado, CCM, STV

Chair-Elect
Carol Holland, PE, CCM

Immediate Past Chair
Khaled Naja, PE, CCM

Treasurer
Michael Mendick, PE, CCM, Connecticut Department of Transportation

Secretary
Dave Wissmann, CCM, Development Facilitators, Inc.

Vice Chairs
Katie Choe, CCM, Massachusetts Bay Transportation Authority
Kara Lentz, PE, CCM, HNTB Corporation

General Counsel
Hugh Webster, Esq., Webster Chamberlain & Bean

President & CEO
Andrea S. Rutledge, CAE, Â鶹ÒùÔº

Directors

Juan Alfonso, AIA, CES Consultants, Inc. (Ex Officio)
Anne Cotter, CCM, Cotter Consulting, Inc.
Yashar Hooshvar, CCM, Atlas
Bill Johal, CCM, FÂ鶹ÒùÔº, Kitchell
Praful Kulkarni, FAIA, CannonDesign
Jason Lawson, CCM, WSP
Tom Lyon, PE, CCM, Dallas Fort Worth International Airport (Ex Officio)
Tammy McCuen, Ph.D., University of Oklahoma (Ex Officio)
Doug McCutchen, CCM, Keville Enterprises, Inc.
Jim Murphy, PE, CCM, STV
Christopher Payne, PE, CCM, FÂ鶹ÒùÔº, MBP (Ex Officio)
Ron Perkins, PE, CCM, HDR
Edward Pogreba, Procon Consulting
Barbara Reynolds, PE, CCM, AECOM
Amanda Rogers, PE, CCM, Port Authority of New York & New Jersey (Ex Officio)
Kenny Simmons, AIA, U.S. Army Corps of Engineers (Ex Officio)
Coretta Sweet, CCM, Jacobs
Anne Timmermans, CCM, Parametrix
Don Young, PE, CCM, MBP
Janice Zahn, PE, CCM, Port of Seattle, Engineering Department

Â鶹ÒùÔº Position Statements

The attached position statements form a Board of Directors-approved document expressing the views of Â鶹ÒùÔº on specific topics. For each topic there is a core statement and supporting documentation. By compiling the statements into a single document, Â鶹ÒùÔº seeks to accomplish the following objectives:

  • Affirm organizational values and translate values into action.
  • Position Â鶹ÒùÔº to act, in a timely and consistent manner.
  • Meet outcomes and strategies for shaping the profession and establishing Â鶹ÒùÔº as the authoritative voice for the profession.

Â鶹ÒùÔº Local Chapters are expected to align their positions with those of the national organization.

These statements may be amended and added to over time using the process defined at the end of the document.

Comments? Please email president@cmaanet.org. 

View Â鶹ÒùÔº Position Statements

FY25 Business Plan

The FY25 business plan for the Construction Management Association of American (Â鶹ÒùÔº) is grounded in the Strategic Framework approved by the Â鶹ÒùÔº Board of Directors on April 8, 2022.

The framework sets the mission, vision, and direction for the future of the organization. It is a transformational expression of the association’s historic purposes and looks to a future that is focused on project and program success, the growth and development of people as program and construction management professionals, and positioning Â鶹ÒùÔº as the voice of the profession.

Within the framework, core commitments remain. First and foremost, Â鶹ÒùÔº is delivery-method neutral. Next, Â鶹ÒùÔº believes program and project success is more likely when program and construction management professionals are engaged at the earliest points in the project or program lifecycle. Finally, owner engagement is critical to the continued growth and development of the profession.

The strategic goals and core activities for FY25 are:

  • Transform project execution  
  • Shape the profession
  • Establish Â鶹ÒùÔº as the premier resource

View the full FY25 Business Plan here.

View the Strategic Framework 2022 slides here.