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NAME TENT
NAME
ORGANIZATION
TIME IN CURRENT JOB
Association 101
Presented by
Association Executives of North Carolina
Today’s Facilitator
Jim Thompson, CAE, IOM, Executive Director, AENC
Course Objectives
To provide a context and perspective and help understanding the association
environment, association staff/volunteer roles and association career
opportunities.
Learning Objectives
The nature and scope of associations and the nonprofit environment
The basics of association governance
Overview of volunteer-staff relationship, role and environment
Relationships of association practice disciplines
Staff interdependencies Association career options Professional development
opportunities
At the conclusion of the course, participants will have a working understanding of:
Learning Objectives
The following areas will be covered to meet thelearning objectives:
Part I – About Associations
Part II – Association Governance
Part III – Working with Volunteers
Part IV – Association Staff Structures
Part V – An Association Career
Who’s Who?
Get to know who’s who– Your name– Your association’s name– Your job title & how long you’ve been an association
professional
Get to know someone new– Tell somebody how you came to be an association professional
Confidentiality and Trust in the Session
Part I: About Associations
Why Associations?
What Associations Do
Why People Join
Types of Associations
Association Scope
For-Profit vs. Nonprofit– Nonprofit– Most common association tax classifications
Financial Players
Budget
Why Associations?
Associations are the earliest nonprofit form
Associations represent freedom to assemble
Shared interest, cause or need
Influence, access and prestige
Knowledge/targeted information
Tangible services provider
Did You Know?
There are 1.9 million nonprofit organizations in the United States.
Of this number, nearly 91,000 are trade or professional associations.
What Associations DO
Associations perform a wide variety of services for their members and the
public.
Why People Join?
America is a “nation of joiners”
Members have different needs when joining and these needs change over time
Types of members include:– Collegial members– Bankbook members– Power members– Resume members– Service members
Types of Associations
Professional/Academic
Trade
Donor-Based
Religious
Fraternal
Association Scope
Geographic Reach
Budget Size
Staff Size
Internal vs. External Audiences
For Profits vs. Nonprofits
For-Profits and Nonprofit organizations have more similarities than differences
They conduct the same types of business activities
Associations are different from commercial organizations in 2 ways:
– Most associations are nonprofit – They are governed by member volunteers
Nonprofit
Not-for-profit & nonprofit are synonymous
It’s a tax status, not a balance sheet condition
There are 27 different nonprofit IRS designations
It means not-for (the members’)-profit– Profits are not distributed to the members; they are used to further the association’s tax-exempt purposes
Types of Nonprofits 501(c)(3)
Education, charitable, scientific & research
Tax benefits; restrictions
Examples– Universities– Red Cross, UNESCO, United Way, Bill & Melinda Gates
Foundation– Sigma Theta Tau (nursing honorary)– American College of Sports Medicine– Organization of American Historians (learned society)
501(c)(6)
Business leagues – common business interest the association promotes
Tax benefits; restrictions
Examples:– Indiana Dental Society– Indiana CPA Society– Indiana Association of REALTORS– National Association of Mutual Insurance Companies
501(c)(4)
Civic leagues, social welfare
Tax benefits; restrictions
Examples– AARP– National Rifle Association– Christian Coalition
501(c)7
Social Clubs – fraternal and social groups
Tax benefits; restrictions
Examples:– Tau Kappa Epsilon International Fraternity– Alpha Xi Delta Women’s Fraternity– Indiana Runners’ Club
Financial Players
Roles for financial oversight and management depend on the association’s governing structure
The Board – Ultimate accountability for financial oversight and outcomes
Finance Committee – Crafts and monitors financial policy on behalf of the board
Budget Committee – Budget review/adjustment in preparation for board consideration
Audit Committee – Oversight of the audit process The Staff – Budget development, money & records
management
The Budget
The financial expression of the strategic plan
An integral part of the annual operating plan
A tool to:– Allocate financial resources across all association activities– Manage financial resources– Monitor and measure progress/success
Members and staff collaboratively develop it
Members and staff collaboratively manage it
Quick Review
Why do people join associations?– Being part of the fellowship or the cause– Economic gain - Referral and business contact opportunities– Personal or professional influence– Prestige, image, credibility, retaining certification/designation – Specific, tangible needs like education and publications
What are the major types of associations?– Professional– Trade– Donor-Based– Religious– Fraternal
What does nonprofit mean?– Profits are not distributed to the members; they are used to further the association’s tax-
exempt purposes
Part II – Association Governance
Mission, Goals and Your Job
What is Governance?
Typical Governing Bodies & Other Entities
Governing Documents
Decision-Making
Getting the Work Done
Membership-Staff Partnership Roles
Organizations Direction
Vision
Mission
Goals
Staff
What is Governance?
Governing structures/cultures
Staff role
Member role
Typical Association Structures
The Staff
ExecutiveCommittee(Usually the
officers)
Board(Chief Governing
Body)
Examples:-President/Chair-Elect-Vice President(s)-Treasurer-Secretary
Lots of Different Names-Board of Directors-Board of Trustees-Governing Board-Governing Council
House ofDelegates or
GeneralAssembly
Optional:Not all associationshave them. Theyare more common inhealth care, legaland real estateprofessions
Other Governing UnitsCommittees
CouncilsTask Forces
Presidential Advisory Groups (PAGs)
Associations use and configure these differently,based on members' preferred governing models
Titles Vary:Chair of the Board or President arethe most commonly used titles
Chief ElectedOfficerSpeaker of the
House ofDelegates
The Membership
Chief StaffOfficer
Titles Vary:President or Executive Director arethe most commonly used titles
ManagementStaff
FunctionalSpecialists
Chief Staff Officer reports to theBoard and/or Chief Elected Officer
-Provide support to governing bodies, at thedirection of the Chief Staff Officer
-Implement and manage associationprograms and services
Typical Association Structures
Typical Governing Bodies
Governing Board
Other Structures– General assembly– House of delegates– Councils
Other Volunteer Groups
Committees
Task forces, project teams
Presidential advisory groups
Governing Documents
Articles of Incorporation
Bylaws
Policies
Procedures
Decision-Making
Who makes decisions
How decisions are made
The role of staff in decision making
Getting the Work Done
Staff and volunteer partnership
Adjust to your association’s governance “culture”
Meetings, meetings, meetings
Accountability
The ultimate goal
Member-Staff Partnership Roles
Quick Review
What is governance?
Member vs. staff role– Members govern; staffs administer, providing support to
governing bodies
Who makes decisions about “what” and who makes decisions about “how”?
Part III – Working with Volunteers
Volunteer Environment
Successful Relationships With Volunteers
Riding the Roller Coaster
Volunteer / Staff Exercise
Volunteer Environment
Patients, Customers, Patrons, …Members
Consensus Collaboration
Roles of Staff and Volunteers
Association Progress and Pace
Safe Tips to Successful Volunteer Relationships
Every interaction has a Value
Become a Student of Your Members
Surprises are for parties not members
Who gets the credit? Volunteers are, well,
volunteers
Anticipate Questions Inform early Serve the mission, purpose Never Complain to
members NEVER play politics Never Forget… Time is the new commodity
Riding the Rollercoaster
Volunteers will thrill you: WOW! Behavior
They will chill you: YIKES! Behavior
They will fail and disappoint you: other life and priorities behavior
Don’t count on rules – they’ll break’ em (other life priorities)
Riding the Rollercoaster
Appreciate the WOWs – stoke’ em and stroke ‘em
Learn to be at peace with the YIKES
Always have plan B in your back pocket
Quick Overview
How do you build members’ trust & confidence in you?– Reliable, insightful and unbiased information– Frequent, transparent communication– Absolute loyalty, reliability and dependability– Unflagging enthusiasm for their causes
What are some ways to build your relationship with members?– Get to know their profession and/or business– Think from their perspective; they won’t always know what you know or see things the way you do– Help them with complete, unbiased information– Accommodate their time limitations – they have just so much time to give and their schedules won’t always
coincide with yours
Name three “don’ts” for staff1. No hidden agendas2. No politicking3. Don’t complain to members
Part IV – Association Staff Structures
Association Settings
Collaborative Overlaps
Staff Collaborative Relationships
Functional Disciplines Pull Together
Managing Interdependencies
Generational Differences
Association Management Staff Settings
Association staff
Association management company (AMC) Staff
Independent contractors
Collaborative Overlaps
Volunteers and staff
Staff to staff– Shared outcomes– Shared resources– Common goal
Managing Staff Partnerships
Communication
Understand each other’s department/role
How can I help?
Managing Generational Differences
Embrace the differences– Experience + New Ideas = Better Outcomes
Engage in open-minded discussion– Active listening shows that you value their opinion– Phrase things as positives; avoid sounding critical– Use “we” instead of “you” and “I.” It builds a sense of equal collaboration– Ask questions instead of making statements– Present ideas as opportunities; focus on positive outcomes– Allow people to decide “how to” for roles they play; ask that they do the
same for you
Offer help
Part V: An Association Career
A Great Career Option
Practice Disciplines
Career Path
Competitive Compensation
Your Professional Development
Associations Are A Great Career Option
Variety
Career path
Compensation
Job Satisfaction
Variety In Practice Disciplines
Membership Leadership Development Education Meetings & Trade Shows Publications Communications Public Relations Government Relations Strategic Planning Research Fund Raising
Law Ethics & Practice Standards Product & Service Standards Public & Community Service
Programming Governance Management Finance Administration Human Resources Information Systems
Career Path
There’s a definite career ladder
Generally there are fewer glass ceilings than typically found in the for-profit sector
Associations are great places to “try” new roles
Competitive Compensation
Myth: Association jobs don’t pay well
Associations need skilled employees and compensate competitively to get them
Association salaries are competitive
Associations strive to stay even with area labor markets
Your Professional Development
AENC continuing education programs at whatever level you need throughout your association career
ASAE and the Center
The CAE (Certified Association Executive)
Connecting
Networking, Learning and Social Events
Volunteer Opportunities – learn, grow, share, lead
Association Resources
www.aencnet.org
www.asaecenter.org
www.associationwiki.org
Books from ASAE
Other Resources
Other suggested career development resources– ASAE and The Center For Association Leadership http://
www.asaecenter.org/– Institute for Organization Management (for association and
chamber of commerce professionals) http://www.uschamber.com/institute/default
– CEO Job Opportunities and Not-for-Profit News published by Charitable Advisors, LLC.
– Professional associations and societies for your functional discipline
Wrap-Up and Q&A
What did you find most valuable in this course?
Was there anything you hoped we’d cover but missed?
Questions?
Send comments or suggestions about Association 101 course content to:Jim Thompson, CAE, IOMExecutive Director, AENCjim@aencnet.org919-848-8255
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