2012-2013 Leadership Orientation

Topics

Scope Purpose Mission, Vision About AENC Governance Board

Responsibilities Board – Staff

Relationship Practical Board Tips

Officers Executive Committee Financial

Responsibilities Committees Board Meetings Recruiting Leaders Risk Management Board Obligations

Ground Rules

Relax and be comfortable. Listen so that your leadership year will be as

effective and powerful as possible. Ask questions as they arise. Think in terms of your role as a director;

responsible for the well-being and future of this organization.

Scope of Association Profession - Nationally

Associations employ more than 1.6M – 1.2% of the private sector works for an association

Associations account for $263B in spending related to meetings

Associations generate a payroll of over $47B

We’re glad you’re serving on this board!

Purpose of Board Orientation

To share key information about the organization.

To focus on the strategic direction, mission and goals of the organization.

To encourage questions and to explore opportunities for the organization.

To manage risks associated with leadership.

The Vision Statement

Association Management will be widely recognized as an esteemed profession that improves the lives of North Carolina citizens.

The Mission Statement

To advance the field of Association Management by providing networking and professional development, while increasing the recognition of the Association community.

About AENC – Board of Directors Board of Directors: 16-17 board members

Officer positions include: President, President-Elect, Secretary/ Treasurer, and Immediate Past President, each of whom serves a one (1) year term.

Director positions include: 5-7 elected Association Management members who shall serve staggered terms of three (3) years, so that two (2) directors shall rotate off the board each year and four (4) elected Affiliate members who shall serve staggered terms of two (2) years. The Executive Director serves as an ex-officio non-voting member.

About AENC - Office Operations Hours of operation Meeting the staff and their roles Phones, addresses, website, etc. The publications How to enroll members

About AENC - Staff

Staff

Jim Thompson, CAE, IOM, Executive Director

Lynn Peeler, Member Services Manager

Jovita Mask, Events & Sales Manager

Organizational ChartAENC Board of Directors

Executive CommitteeAnnual Meeting Committee

Finance CommitteeRecognition Task ForceNominating Committee

Professional Development/Networking

Professional Development CommitteeScholarship and Awards Committee

Silent Auction Committee

Long Term ViabilityGolf Outing CommitteeTrade Show CommitteeMembership Committee

Executive Director

Staff

About AENC - Membership

Membership Statistics (June 2012)

Association Management 359

Affiliate 311

Retired/Life 14

TOTAL 684

About AENC - Finance

Fiscal YearSeptember 1, 2012-August 31, 2013

Total Yearly Revenue (2011-12 Budgeted)

$482,275

Total Yearly Expenses (2010-11 Budgeted)

$446,225

About AENC - Finance11-12 Budgeted Revenue

2% 1%

26%

6%

4%

25%

22%

14%

G&A Charlotte Trade Show Golf Outing Scholarships Membership Publications Professional Development

About AENC - Finance

2011-12 Budgeted Expenses

44%

1%9%4%3%

8%

21%

10%

G&A Charlotte Trade Show Golf Outing Scholarships Membership Publications Professional Development

About AENC - Key Indicators

$-

$20,000.00

$40,000.00

$60,000.00

$80,000.00

$100,000.00

$120,000.00

Net Rev

Trade Show Golf Membership Pubs PD Overall

Departments

AENC - Key Indicators

Year to Date Previous Year to Date Annual Budget

May 2012 Financials Year to Date Previous Year to Date Annual Budget

Trade Show $ 62,641.03 $ 76,777.70 $ 81,725.00

Golf $ 13,834.76 $ 14,128.36 $ 11,550.00

Membership $ 97,002.00 $ 102,808.00 $ 82,750.00

Pubs $ 40,923.00 $ 19,895.00 $ 14,295.00

PD $ 5,365.00 $ 12,330.00 $ 13,475.00

Overall $ 35,646.76 $ 57,064.32 $ 36,050.00

The Tools of Governance

Bylaws Articles of Incorporation Policies Strategic Plan Budget for Current Year

Board Responsibilities

Determine and understand the organization’s mission and purposes.

Select the chief executive officer (CEO). Support the CEO and assess his or her

performance. Ensure organizational planning and goal

setting.

Board Responsibilities Manage the organization’s resources.

Determine, monitor and strengthen programs and services for members-constituents.

Promote the organization’s image.

Board Responsibilities Ensure legal and ethical integrity in the

organization.

Help recruit new leaders.

Assess and measure organizational performance.

The Board - Staff Relationship

Two Elements, One Team Board focuses on governance; being

visionaries; strategically moving forward. Staff manages the day to day operations. Consider it a partnership, alliance,

collaboration between board and staff to achieve the goals of the organization.

Avoid micromanagement.

Practical Steps for Bd. Service There are practical steps that make make

board service more effective and the outcomes more rewarding.

These are the practical aspects of serving. The board should discuss and add other

common sense tips for effective board work in the year ahead.

Practical Steps for Bd. Service

Attend all board meetings. Start and end meetings on time. Study and understand the mission

statement, bylaws, policies and goals. Prepare for meetings by reviewing the

agenda and supporting documents. Treat information and discussions as

“confidential.”

Practical Steps for Bd. Service

Promote the organization to others. Recruit future leaders. Stay current on issues and trend. Get involved in committee work. Refrain from going around the CEO and

making special requests of the staff. Readily communicate with the office for

needed information and assistance.

Officers

The officers have special duties described in the bylaws.

In many associations, the officers make up an “Executive Committee.”

Both aspects are described herein.

Role of the President

Serves as chief elected officer of the organization.

Presides over all meetings or designates a person to do so.

Interfaces with the chief staff officer (executive director).

Leads performance reviews of (1) board and (2) chief staff officer.

Appoints committees in accordance with bylaws.

Role of the President-Elect

Serves in the absence of the president. Serves as plan champion for Professional

Development. Performs such duties as identified in the

bylaws or assigned by the president.

Role of the Secretary/Treasurer Oversees the custody of all corporate

records, except financial records. Monitors the accuracy and timely distribution

of meeting minutes. Oversees all funds and financial records. Prepares an annual budget for approval,

along with staff Performs such duties as identified in the

bylaws or assigned by the president.

Role of the Immediate Past President Adds continuity to the board, especially

during transition. Assists the elected president as needed. Chairs the nominating committee.

Executive Committee

Meets to conduct business between board meetings.

Authorized by the bylaws and restricted by established policies and precedents.

Allows important business to be conducted as issues arise with short notice.

Includes officers and one at-large association director.

Financial Responsibilities

The board should carefully review all financial reports.

The treasurer should prepare and propose an annual budget.

The treasurer, with staff assistance, will present a financial report for the previous period, at each meeting.

An annual review/audit should be performed by an independent accountant.

Committees

Most organization’s utilize committees. They help the board get work done. They identify potential leaders. They serve as a way to segment and serve

the interests of subgroups of members.

Committees

Standing Executive Committee Nominating

Special Professional Development Scholarship and Awards

Committees

Special Cont’d Membership Silent Auction Golf Outing Trade Show Annual Meeting Legislative Reception Recognition Task Force

Board Meetings

The Preparation Notice and materials will be distributed well in

advance of meetings. Review the agenda to determine how you should

prepare for the discussions. Prepare any written reports and provide to staff in

advance of the meeting. Whenever possible, formulate and ask your

questions before the meeting.

Board Meetings

The Agenda The agenda is prepared with the input of the chief

elected officer, staff, with consideration of current issues, member needs and pending business.

If you have input for the agenda, be sure to provide it to the chief elected officer, or staff, well in advance of the meeting.

Board Meetings

Minutes Minutes are a legal record of the meetings. They are not a record of side conversations or a

reminder document for leaders and staff. No audio recordings should be maintained once

the minutes are approved. The minutes are to be approved at the next

convened meeting of the board.

Board Meetings

The Rules of Order Procedural rules are used to maintain order at

meetings. All persons must be recognized by the chair

before speaking. Time limits may be set on certain topics. Learn the basics of rules of order to be sure

motions and procedures are understood to your benefit.

Recruiting Leaders

A responsibility of board members is to identify future leaders.

The nominating committee plays a key role, but so does every board member.

Training programs encourage and help recruit leaders.

Committees and chapters may be a source of future leaders.

Risk Management

There is risk associated with board service. Insurance is one way to minimize risks. Consider a Risk Management Strategy to

protect the organization. The Volunteer Immunity Act may not cover all

risks associated with the organization.

Risk Management

Evaluate the activities of the organization that cause risk; for example: Do you hold conferences in an area frequently

targeted by hurricanes? Do you serve liquor at meetings? Do you discuss prices or factors that may violate

antitrust laws? Can you reduce the risks or insure against

claims?

Risk Management

Antitrust Avoidance Have an antitrust avoidance statement on file. Let legal counsel review activities, minutes.

Apparent Authority Committees may not usurp the authority of the chief elected

volunteer. Policy to restrict stationery for staff and chief elected officer

use only. IRS Issues

Unrelated Business Income Tax Public request for tax returns.

Board Obligations

Duty of Care Good business judgment at all times. Due diligence in decision making.

Duty of Loyalty Avoid conflicts of interest.

Duty of Obedience Faithful to the mission and goals. Follow the governing documents.

Thank You for Serving! The board experience should be a positive

one. The board is the caretaker of the organization. The board speaks as a whole, no board

member should have more input or authority than others.

Always ask questions as they arise. Thank you for serving on the board!

More Information

Jim Thompson, CAE, IOM

7511 Mourning Dove Road, Suite 102

Raleigh, NC 27615

PH 919.848-8255 FAX 919.848-8525

www.aencnet.org

jim@aencnet.org