The document provides an orientation for new board members of AENC, covering topics such as the scope and purpose of the board, the organization's mission/vision, governance structure, financial responsibilities, committees, meetings, and obligations of board service. It discusses the roles of officers including the president, president-elect, and secretary/treasurer. It also outlines responsibilities of board members and provides practical tips for effective board participation and leadership.

1. 2012-2013
Leadership Orientation

2. Topics
 Scope  Officers
 Purpose  Executive Committee
 Mission, Vision  Financial
Responsibilities
 About AENC  Committees
 Governance  Board Meetings
 Board  Recruiting Leaders
Responsibilities  Risk Management
 Board – Staff  Board Obligations
Relationship
 Practical Board Tips

3. 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.

4. 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!

5. 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.

6. The Vision Statement
 Association Management will be widely
recognized as an esteemed profession that
improves the lives of North Carolina citizens.

7. The Mission Statement
 To advance the field of Association
Management by providing networking and
professional development, while increasing
the recognition of the Association community.

8. 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.

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

10. About AENC - Staff
 Staff
Jim Thompson, CAE, IOM, Executive Director
Lynn Peeler, Member Services Manager
Jovita Mask, Events & Sales Manager

11. Organizational Chart
AENC Board of Directors
Executive Committee
Annual Meeting Committee Executive
Finance Committee Director
Recognition Task Force
Nominating Committee
Staff
Professional Long Term Viability
Development/Networking Golf Outing Committee
Professional Development Committee Trade Show Committee
Scholarship and Awards Committee Membership Committee
Silent Auction Committee

12. About AENC - Membership
 Membership Statistics (June 2012)
Association Management 359
Affiliate 311
Retired/Life 14
TOTAL 684

13. About AENC - Finance
 Fiscal Year
September 1, 2012-August 31, 2013
 Total Yearly Revenue (2011-12 Budgeted)
$482,275
 Total Yearly Expenses (2010-11 Budgeted)
$446,225

14. About AENC - Finance
11-12 Budgeted Revenue
14% 2% 1%
26%
22%
6%
4%
25%
G&A Charlotte Trade Show Golf Outing Scholarships Membership Publications Professional Development

15. About AENC - Finance
2011-12 Budgeted Expenses
10%
21% 44%
8%
3% 4% 1%
9%
G&A Charlotte Trade Show Golf Outing Scholarships Membership Publications Professional Development

16. About AENC - Key Indicators
AENC - Key Indicators
Year to Date Previous Year to Date Annual Budget
$120,000.00
$100,000.00
$80,000.00
Net Rev $60,000.00
$40,000.00
$20,000.00
$-
Trade Show Golf Membership Pubs PD Overall
Departments
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

17. The Tools of Governance
 Bylaws
 Articles of Incorporation
 Policies
 Strategic Plan
 Budget for Current Year

18. 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.

19. Board Responsibilities
 Manage the organization’s resources.
 Determine, monitor and strengthen
programs and services for members-
constituents.
 Promote the organization’s image.

20. Board Responsibilities
 Ensure legal and ethical integrity in the
organization.
 Help recruit new leaders.
 Assess and measure organizational
performance.

21. 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.

22. 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.

23. 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.”

24. 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.

25. 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.

26. 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.

27. 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.

28. 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.

29. Role of the Immediate Past President
 Adds continuity to the board, especially
during transition.
 Assists the elected president as needed.
 Chairs the nominating committee.

30. 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.

31. 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.

32. 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.

33. Committees
 Standing
 Executive Committee
 Nominating
 Special
 Professional Development
 Scholarship and Awards

34. Committees
 Special Cont’d
 Membership
 Silent Auction
 Golf Outing
 Trade Show
 Annual Meeting
 Legislative Reception
 Recognition Task Force

35. 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.

36. 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.

37. 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.

38. 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.

39. 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.

40. 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.

41. 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?

42. 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.

43. 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.

44. 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!

45. 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