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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