Samples and Best Practices

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Administration

Association Strategic Governance
October 1, 2011
Association governance exists to identify and achieve the organizational mission, goals and strategic outcomes, using a structure that is strategically focused, flexible, and depoliticized to produce those outcomes.

Association-Subsidiary Foundation Relationships
March 1, 2007
To further their own missions and provide the opportunity for charitable fundraising and development revenue, many associations establish related charitable foundations.

Bylaws
March 1, 2007
This professional practice statement is intended to help nonprofit governing bodies and association professionals understand the framework within which bylaws should be developed and amended. The primary focus is on membership organizations (professional societies, trade groups and the like).

Bylaws (American Dental Hygienists’ Association)
ADHA's bylaws contain sections regarding the selection and service of officers, committee structure, etc.

Bylaws (Association Forum of Chicagoland)
These are the bylaws governing the Association Forum of Chicagoland. They include information about membership and governance structure, etc.

CEO Sample Agreement (Neal, Gerber & Eisenberg)
This document is a sample CEO agreement created by Forum's legal counsel, Neal Gerber & Eisenberg. The sample does a good job of laying out the elements that should be considered when negotiating a CEO Agreement.

Confidentiality and Duality Interest Statement and Agreement for the Board of Directors
American College of Foot and Ankle Surgeons Conflict of Interest Statement

Developing a Business Continuity Plan
March 1, 2008
A business continuity/disaster recovery plan is essential for organizational stability in an emergency. A well-developed business continuity plan can provide the association with a roadmap for maintaining revenue streams and continued operation during times of crisis.

Facilitation of Effective Board Decision Making
March 1, 2011
The role of the association executive in identifying, synthesizing, analyzing and communicating issues and relevant data for the board is vitally important to the success of the organization.

Fiduciary and Management Duties for the Association Executive and Governing Body
May 1, 2004
Under the laws of most states, officers and directors of not-for-profit associations are subject to fiduciary and management duties in managing the affairs of the association. In addition, association executives are expected to carry out the association’s day-to-day operations in the utmost manner of professionalism and integrity.

Financial Management by Association Executives
June 1, 2001
Association executives are responsible for the assets of the organizations they manage. This includes but is not limited to: planning and budgeting; receipt, disbursement and investment of funds; preservation of assets; filing appropriate tax and regulatory documents and presenting reports on these activities to the members and governing body of the organization.

Intergovernmental Agreement (Northeastern Illinois Public Safety Training Academy)
This document is both NIPSTA's bylaws and contract with its constituent agencies.

Investments Policy
October 1, 2009
Fiscal stability is an important factor for all organizations; since all are exposed to uncertainties and risks. Sound investment management includes the practice and discipline of maintaining a prudent and systematic investment program.

Mission and Goals
March 1, 2007
The focus of this professional practice statement is the development of mission and goal statements for nonprofit organizations. A well-developed mission statement can accurately capture both a compelling image of what the organization ultimately hopes to achieve, as well as reflect its beliefs and principles.

Personal/Professional Data Form (American Dental Hygienists’ Association)
This is the form that ADHA requires all volunteer leaders to complete and sign.

Recertification Application and Handbook (American Board of Neuroscience Nursing)
This handbook lists the re-certification requirements for the CNRN designation.

Recruitment and Retention of Quality Staff
October 1, 2011
Associations must compete for quality staff, not just from within the association community, but from all industries. Given the effects of high turnover and low employee morale on an association's ability to provide the best service to its members, it is imperative that recruitment and retention of employees be of high priority for association professionals.

Role and Function of an Audit Committee
March 1, 2007
Officers and directors of nonprofit associations are subject to fiduciary duties in managing the affairs of the association. In carrying out that responsibility, boards generally establish an audit committee and retain independent auditors to perform an audit of the organization’s financial statements, accounting processes and internal systems of control.

Role of the Chief Executive Officer in the Nomination Process
March 1, 2008
A strong board is the backbone of any business or association. As the staff leadership to the board, the chief executive officer (CEO) plays a key role in building the strength and effectiveness of the board, starting with board recruitment. The CEO should place a high value on the importance of an active nominating committee with strong leadership.

Statement on Governance Structure
March 1, 2009
Association governance is the developmental and operational oversight function that “exists to identify and achieve the organizational mission, goals and strategic outcomes.”

Statement on Performance Measurement & Metrics
March 1, 2009
Performance measurement is an important cornerstone for any organization and is about creating business excellence through the development of effective systems that will help the organization achieve its defined vision, mission, strategic goals and objectives.

Strategic Planning
March 1, 2009
The purpose of strategic planning is to focus the association on what is crucial to maintaining the organization to serve the profession or industry it represents and better serve the needs of the membership. A strategic plan begins with an environmental scan, which is an analysis of the external forces affecting the association's members' industries or professions and the internal forces that speed or retard implementation.

Volunteer Agreement and Conflict of Interest Statements (Association Forum of Chicagoland)
The Volunteer Agreement is intended to let individuals know what will be expected of them. The Conflict of Interest form provides assurance that all potential conflicts will be disclosed.

Administrative Support

Audio Release Form (Illinois Academy of Family Physicians)
Permission to record/permission to tape form used by AIFP.

Call for Faculty Members (Illinois Academy of Family Physicians)
Fax-back form calling for IAFP faculty members.

Chapter Guidebook (American College of Surgeons)
This extensive chapter manual includes all the information that ACS chapters need for start-up and day-to-day operations.

Code of Ethics (Illinois Farm Bureau)
This document includes valuable samples and information for an organization that is trying to create or revise a code of ethics.

Committee Evaluation - Chair (Association Forum of Chicagoland)
Board liaisons use this form to evaluate the performance of committee/task force chairs.

Committee Evaluation - Experience (Association Forum of Chicagoland)
Committee/task force members use this form to evaluate their experience as a Forum volunteer.

Committee Evaluation - Volunteer (Association Forum of Chicagoland)
Committee/task force chairs and board liaisons use this form to evaluate the participation of volunteers.

Confidentiality and Duality Interest Statement and Agreement for the Board of Directors
American College of Foot and Ankle Surgeons Conflict of Interest Statement

Conflict of Interest Policy and Disclosure Form
Officers and directors of not-for-profit corporations have fiduciary obligations to the organization and its members under not-for-profit and general corporate law.

Conflict of Interest Statement and Disclosure Statement (Illinois Chapter of the American Academy of Pediatrics)
This document contains both a list of expectations of members of ICAAP in regard to conflicts of interest.

Developing a Business Continuity Plan
March 1, 2008
A business continuity/disaster recovery plan is essential for organizational stability in an emergency. A well-developed business continuity plan can provide the association with a roadmap for maintaining revenue streams and continued operation during times of crisis.

Ethical Behavior of Association Leaders
March 1, 2010
The conduct and ethical behavior of an association’s leaders set the tone for the conduct and ethical behavior of the association’s staff, leaders and members. For this reason, their conduct and ethical behavior must be beyond reproach and free of any impropriety. Honesty, integrity, respect, fairness and good faith are essential traits of ethical behavior.

Executive Committee Expectation Statement (Illinois Chapter of the American Academy of Pediatrics)
This document describes the commitment and participation that the ICAAP expects of their top volunteers.

Investments Policy
October 1, 2009
Fiscal stability is an important factor for all organizations; since all are exposed to uncertainties and risks. Sound investment management includes the practice and discipline of maintaining a prudent and systematic investment program.

Letter to CME (Continuing Medical Education) Directors (Illinois Academy of Family Physicians)
Sample of letter used by IAFP to promote sponsorship of CME courses at member sites.

Letter to Potential Faculty Member (Illinois Academy of Family Physicians)
This is a sample of the letter that IAFP sends to prospective faculty members.

Membership Renewal Process Samples
Samples of dues notices, advertisements and envelope.

Certification / Credentialing

CAE Orientation - So You Want to be a Certified Association Executive
This presentation is used by the Association Forum’s CAE Working Group to inform candidates about the CAE certification. It contains information regarding certification requirements, the application process and study groups.

Certified Dental Assistant Guide (Dental Assisting National Board)
This certification guide is used by candidates for CDA certification. It contains information regarding testing formats and sites, certification requirements, application statements, special accommodations form, and a very detailed application.

Certified Dental Practice Management Administrator (Dental Assisting National Board)
This certification guide is used by candidates for CDPMA certification. It contains information regarding testing formats and sites, fee structure, eligibility requirements, special accommodations form, and a detailed application.

Certified Neuroscience Registered Nurse Candidate Handbook and Application (American Board of Neuroscience Nursing)
This document contains the materials required to achieve the CNRN designation including: eligibility requirements, revocation of certification, denial of application and appeal process, frequently asked questions, and an examination matrix.

Certified Orthodontic Assistant Guide (Dental Assisting National Board)
This certification guide is used by candidates for COA certification. It contains information regarding testing formats and sites, component exams, fee structure, eligibility requirements, special accommodations form, improper behavior, and a detailed application.

Letter to CME (Continuing Medical Education) Directors (Illinois Academy of Family Physicians)
Sample of letter used by IAFP to promote sponsorship of CME courses at member sites.

Letter to Potential Faculty Member (Illinois Academy of Family Physicians)
This is a sample of the letter that IAFP sends to prospective faculty members.

Recertification Application and Handbook (American Board of Neuroscience Nursing)
This handbook lists the re-certification requirements for the CNRN designation.

Chapter / Component Relations

Chapter Guidebook (American College of Surgeons)
This extensive chapter manual includes all the information that ACS chapters need for start-up and day-to-day operations.

Intergovernmental Agreement (Northeastern Illinois Public Safety Training Academy)
This document is both NIPSTA's bylaws and contract with its constituent agencies.

Strategic Alliances
October 1, 2011
The use of strategic alliances as an association strategy is important to the health and vitality of a successful association. The use of such alliances affords the association with opportunities to better serve its members and fulfill its mission by generating revenue, improving member services, reducing operating costs and improving the market position of the association.

Communications

E-Mail Policy (Neal, Gerber & Eisenberg)
This policy is basically a statement of the CAN-SPAM rules and affirms the association's intent to abide by the law.

Letter to CME (Continuing Medical Education) Directors (Illinois Academy of Family Physicians)
Sample of letter used by IAFP to promote sponsorship of CME courses at member sites.

Letter to Potential Faculty Member (Illinois Academy of Family Physicians)
This is a sample of the letter that IAFP sends to prospective faculty members.

Membership Renewal Process Samples
Samples of dues notices, advertisements and envelope.

Renewal Letter (National Roofing Contractors Association)
This is an example of the cover letter that NRCA sends out with their renewal notices.

Use of Social Media in Associations
October 1, 2010
Social media usage is a dynamic method for communication. “Social media” are media for social interaction, using highly accessible and scalable publishing techniques for web-based technologies.

Diversity

Achieving Diversity In Associations
Professional Practice Statement
October 1, 2010
In a global economy, as association members and potential members become increasingly diverse, Associations must reflect this diversity in order to represent their stakeholders and the public they serve.

Education

CAE Orientation - So You Want to be a Certified Association Executive
This presentation is used by the Association Forum’s CAE Working Group to inform candidates about the CAE certification. It contains information regarding certification requirements, the application process and study groups.

Lifelong Learning and the Association Executive
June 1, 2001
The need for association executives and other association management professionals to maintain and enhance their professional competency has never been greater. Changes in association management continue to occur at a rapid pace, and the expertise and skills needed to respond appropriately to the resultant challenges are not accomplished easily.

Meeting Evaluation Form (Illinois Academy of Family Physicians)
Evaluation form used by IAFP.

Finance / Accounting

Audit Policy (American Dietetic Association)
This policy ensures that the American Dietetic Association (ADA), American Dietetic Association Foundation (ADAF), Commission on Dietetic Registration (CDR), Commission on Accreditation for Dietetics Education (CADE) and Dietetic Practice Groups (DPG) financials are reviewed, on an annual basis, by an independent certified public accounting firm.

Budget Amendment Policy (International Carwash Association)
This document is the policy and procedures for amending the annual budget of the International Carwash Association.

Budget Policy (American Dietetic Association)
Policy and procedures related to the preparation and maintenance of ADA's annual budget.

Capital Fund Policy (International Carwash Association)
ICA's Board of Directors established the Capital Fund in order to designate assets of the Association for future expenditure. The establishment of the Capital Fund allowed the Board of Directors to “earmark” a portion of it’s “net assets” for investment in future programs, products and services.

Credit Policy (American Dietetic Association)
This document contains ADA's policy regarding acceptance of credit card payment for products and programs.

Expense Reimbursement Policy (International Carwash Association)
This policy statement includes expense reimbursement guidelines for board members attending annual meetings and for Officers, Committee and Task Force members, staff, and others for expenses related to the execution of their duties.

Fiduciary and Management Duties for the Association Executive and Governing Body
May 1, 2004
Under the laws of most states, officers and directors of not-for-profit associations are subject to fiduciary and management duties in managing the affairs of the association. In addition, association executives are expected to carry out the association’s day-to-day operations in the utmost manner of professionalism and integrity.

Financial Management by Association Executives
June 1, 2001
Association executives are responsible for the assets of the organizations they manage. This includes but is not limited to: planning and budgeting; receipt, disbursement and investment of funds; preservation of assets; filing appropriate tax and regulatory documents and presenting reports on these activities to the members and governing body of the organization.

Financial Policy (American Dietetic Association)
ADA's financial policy is primarily a statement of their reserve policy.

Financial Policy (International Carwash Association)
Sections of ICA's financial policy statement include: budget, reporting, budget amendments, 5% rule, and unrealized gain or loss on investments.

Insurance Policy (American Dietetic Association)
This policy ensures that the American Dietetic Association (ADA), American Dietetic Association Foundation (ADAF), Commission on Dietetic Registration (CDR) and Commission on Accreditation for Dietetics Education (CADE) have the appropriate types and levels of insurance to protect them from legal and financial risks.

Investment Policy (American Dietetic Association)
This statement represents ADA's policy on investments including target asset mix.

Investments Policy
October 1, 2009
Fiscal stability is an important factor for all organizations; since all are exposed to uncertainties and risks. Sound investment management includes the practice and discipline of maintaining a prudent and systematic investment program.

Reserves Policy
October 1, 2009
Fiscal stability is an important factor for all organizations; however every organization is exposed to uncertainty. Sound financial management includes the practice and discipline of maintaining adequate reserve funds for unexpected or planned occurrences.

Role and Function of an Audit Committee
March 1, 2007
Officers and directors of nonprofit associations are subject to fiduciary duties in managing the affairs of the association. In carrying out that responsibility, boards generally establish an audit committee and retain independent auditors to perform an audit of the organization’s financial statements, accounting processes and internal systems of control.

Foundation

Association-Subsidiary Foundation Relationships
March 1, 2007
To further their own missions and provide the opportunity for charitable fundraising and development revenue, many associations establish related charitable foundations.

Governance

Association Strategic Governance
October 1, 2011
Association governance exists to identify and achieve the organizational mission, goals and strategic outcomes, using a structure that is strategically focused, flexible, and depoliticized to produce those outcomes.

Bylaws
March 1, 2007
This professional practice statement is intended to help nonprofit governing bodies and association professionals understand the framework within which bylaws should be developed and amended. The primary focus is on membership organizations (professional societies, trade groups and the like).

Bylaws (American Dental Hygienists’ Association)
ADHA's bylaws contain sections regarding the selection and service of officers, committee structure, etc.

Bylaws (Association Forum of Chicagoland)
These are the bylaws governing the Association Forum of Chicagoland. They include information about membership and governance structure, etc.

Employment Agreement for the Chief Executive Officer
June 1, 2003
Employment agreements can benefit both the Association and the CEO and are consistent with prudent, professional association governance. The CEO’s position responsibilities, employment conditions, and benefits differ from those of other staff positions and thus warrant an employment agreement.

Ethical Behavior of Association Leaders
March 1, 2010
The conduct and ethical behavior of an association’s leaders set the tone for the conduct and ethical behavior of the association’s staff, leaders and members. For this reason, their conduct and ethical behavior must be beyond reproach and free of any impropriety. Honesty, integrity, respect, fairness and good faith are essential traits of ethical behavior.

Evaluating the Performance of the Association Chief Executive Officer
June 1, 2003
Evaluating the Performance of the Association Chief Executive Officer. The performance appraisal process is an important tool for measuring the effectiveness of staff leadership. Ensuring that performance expectations are achievable and mutually agreed upon by both the board (or other volunteer group charged with this responsibility) and the chief executive officer is central to the purpose of performance evaluation, which should be an ongoing process that measures progression toward attainment of performance goals.

Facilitation of Effective Board Decision Making
March 1, 2011
The role of the association executive in identifying, synthesizing, analyzing and communicating issues and relevant data for the board is vitally important to the success of the organization.

Fiduciary and Management Duties for the Association Executive and Governing Body
May 1, 2004
Under the laws of most states, officers and directors of not-for-profit associations are subject to fiduciary and management duties in managing the affairs of the association. In addition, association executives are expected to carry out the association’s day-to-day operations in the utmost manner of professionalism and integrity.

Financial Management by Association Executives
June 1, 2001
Association executives are responsible for the assets of the organizations they manage. This includes but is not limited to: planning and budgeting; receipt, disbursement and investment of funds; preservation of assets; filing appropriate tax and regulatory documents and presenting reports on these activities to the members and governing body of the organization.

Intergovernmental Agreement (Northeastern Illinois Public Safety Training Academy)
This document is both NIPSTA's bylaws and contract with its constituent agencies.

Investments Policy
October 1, 2009
Fiscal stability is an important factor for all organizations; since all are exposed to uncertainties and risks. Sound investment management includes the practice and discipline of maintaining a prudent and systematic investment program.

Leadership Development
October 1, 2011
Changes to the world in which associations operate are creating challenges for governing bodies (councils, committees, task forces, and project teams) never before faced by the not for profit sector.

Mission and Goals
March 1, 2007
The focus of this professional practice statement is the development of mission and goal statements for nonprofit organizations. A well-developed mission statement can accurately capture both a compelling image of what the organization ultimately hopes to achieve, as well as reflect its beliefs and principles.

Reserves Policy
October 1, 2009
Fiscal stability is an important factor for all organizations; however every organization is exposed to uncertainty. Sound financial management includes the practice and discipline of maintaining adequate reserve funds for unexpected or planned occurrences.

Role and Function of an Audit Committee
March 1, 2007
Officers and directors of nonprofit associations are subject to fiduciary duties in managing the affairs of the association. In carrying out that responsibility, boards generally establish an audit committee and retain independent auditors to perform an audit of the organization’s financial statements, accounting processes and internal systems of control.

Role of the Chief Executive Officer in the Nomination Process
March 1, 2008
A strong board is the backbone of any business or association. As the staff leadership to the board, the chief executive officer (CEO) plays a key role in building the strength and effectiveness of the board, starting with board recruitment. The CEO should place a high value on the importance of an active nominating committee with strong leadership.

Statement on Governance Structure
March 1, 2009
Association governance is the developmental and operational oversight function that “exists to identify and achieve the organizational mission, goals and strategic outcomes.”

Statement on Performance Measurement & Metrics
March 1, 2009
Performance measurement is an important cornerstone for any organization and is about creating business excellence through the development of effective systems that will help the organization achieve its defined vision, mission, strategic goals and objectives.

Strategic Alliances
October 1, 2011
The use of strategic alliances as an association strategy is important to the health and vitality of a successful association. The use of such alliances affords the association with opportunities to better serve its members and fulfill its mission by generating revenue, improving member services, reducing operating costs and improving the market position of the association.

Strategic Planning
March 1, 2009
The purpose of strategic planning is to focus the association on what is crucial to maintaining the organization to serve the profession or industry it represents and better serve the needs of the membership. A strategic plan begins with an environmental scan, which is an analysis of the external forces affecting the association's members' industries or professions and the internal forces that speed or retard implementation.

Volunteer Leader and Staff Relationship
October 1, 2011
The complexity of contemporary association management calls for a governance structure that acknowledges and fosters the critical leadership and partnership roles and responsibilities of all volunteer leader and staff relationships.

Government Relations

Intergovernmental Agreement (Northeastern Illinois Public Safety Training Academy)
This document is both NIPSTA's bylaws and contract with its constituent agencies.

Statement on Governance Structure
March 1, 2009
Association governance is the developmental and operational oversight function that “exists to identify and achieve the organizational mission, goals and strategic outcomes.”

Human Resources

Achieving Diversity In Associations
Professional Practice Statement
October 1, 2010
In a global economy, as association members and potential members become increasingly diverse, Associations must reflect this diversity in order to represent their stakeholders and the public they serve.

Association Forum Whistleblower Policy
Association Forum Whistleblower Policy

CEO Sample Agreement (Neal, Gerber & Eisenberg)
This document is a sample CEO agreement created by Forum's legal counsel, Neal Gerber & Eisenberg. The sample does a good job of laying out the elements that should be considered when negotiating a CEO Agreement.

Code of Ethics (Illinois Farm Bureau)
This document includes valuable samples and information for an organization that is trying to create or revise a code of ethics.

Employee Handbook (AFSM International)
AFSMI's Employee Handbook contains standard employee manual language and includes sample policies.

Employee Handbook (Air Movement and Control Association International)
In addition to the standard employee manual material, AMCAI's handbook includes samples of policies.

Employee Handbook (American Health Information Management Association)
AHIMA's Employee Handbook contains samples of standard language.

Employment Agreement for the Chief Executive Officer
June 1, 2003
Employment agreements can benefit both the Association and the CEO and are consistent with prudent, professional association governance. The CEO’s position responsibilities, employment conditions, and benefits differ from those of other staff positions and thus warrant an employment agreement.

Ethical Behavior of Association Leaders
March 1, 2010
The conduct and ethical behavior of an association’s leaders set the tone for the conduct and ethical behavior of the association’s staff, leaders and members. For this reason, their conduct and ethical behavior must be beyond reproach and free of any impropriety. Honesty, integrity, respect, fairness and good faith are essential traits of ethical behavior.

Evaluating the Performance of the Association Chief Executive Officer
June 1, 2003
Evaluating the Performance of the Association Chief Executive Officer. The performance appraisal process is an important tool for measuring the effectiveness of staff leadership. Ensuring that performance expectations are achievable and mutually agreed upon by both the board (or other volunteer group charged with this responsibility) and the chief executive officer is central to the purpose of performance evaluation, which should be an ongoing process that measures progression toward attainment of performance goals.

Leadership Development
October 1, 2011
Changes to the world in which associations operate are creating challenges for governing bodies (councils, committees, task forces, and project teams) never before faced by the not for profit sector.

Office Safety Preparedness Plan-Part 3 of 4 (American College of Healthcare Executives)
This is part three of four in ACHE's office safety manual.

Office Safety Manual (Association Forum)
The Association Forum's Office Safety Manual is designed to be an evolving document.

Office Safety Preparedness Plan-Part 1 of 4 (American College of Healthcare Executives)
This is part one of four in ACHE's office safety manual.

Office Safety Preparedness Plan-Part 2 of 4 (American College of Healthcare Executives)
This is part two of four in ACHE's office safety manual.

Office Safety Preparedness Plan-Part 4 of 4 (American College of Healthcare Executives)
This is part four of four in ACHE's office safety manual.

Personal/Professional Data Form (American Dental Hygienists’ Association)
This is the form that ADHA requires all volunteer leaders to complete and sign.

Recruitment and Retention of Quality Staff
October 1, 2011
Associations must compete for quality staff, not just from within the association community, but from all industries. Given the effects of high turnover and low employee morale on an association's ability to provide the best service to its members, it is imperative that recruitment and retention of employees be of high priority for association professionals.

Staff Policy and Procedures Manual (American Society of Home Inspectors)
In addition to policy and procedural information, ASHI's manual includes a number of very detailed job descriptions that may be useful as templates.

Statement on Performance Measurement & Metrics
March 1, 2009
Performance measurement is an important cornerstone for any organization and is about creating business excellence through the development of effective systems that will help the organization achieve its defined vision, mission, strategic goals and objectives.

Strategic Planning
March 1, 2009
The purpose of strategic planning is to focus the association on what is crucial to maintaining the organization to serve the profession or industry it represents and better serve the needs of the membership. A strategic plan begins with an environmental scan, which is an analysis of the external forces affecting the association's members' industries or professions and the internal forces that speed or retard implementation.

Volunteer Leader and Staff Relationship
October 1, 2011
The complexity of contemporary association management calls for a governance structure that acknowledges and fosters the critical leadership and partnership roles and responsibilities of all volunteer leader and staff relationships.

Information Technology

Audio Release Form (Illinois Academy of Family Physicians)
Permission to record/permission to tape form used by AIFP.

E-Mail Policy (Neal, Gerber & Eisenberg)
This policy is basically a statement of the CAN-SPAM rules and affirms the association's intent to abide by the law.

Strategic Technology Planning for Associations
March 1, 2010
A technology plan, regularly assessed and updated, is an essential component of sound organizational management. A well-developed technology plan provides the executive and the governing board with the benefit of foresight, deliberation, and sound decision-making, positioning the organization well in times of rapid change.

Legal

Bylaws
March 1, 2007
This professional practice statement is intended to help nonprofit governing bodies and association professionals understand the framework within which bylaws should be developed and amended. The primary focus is on membership organizations (professional societies, trade groups and the like).

Bylaws (American Dental Hygienists’ Association)
ADHA's bylaws contain sections regarding the selection and service of officers, committee structure, etc.

Bylaws (Association Forum of Chicagoland)
These are the bylaws governing the Association Forum of Chicagoland. They include information about membership and governance structure, etc.

CEO Sample Agreement (Neal, Gerber & Eisenberg)
This document is a sample CEO agreement created by Forum's legal counsel, Neal Gerber & Eisenberg. The sample does a good job of laying out the elements that should be considered when negotiating a CEO Agreement.

Confidentiality and Duality Interest Statement and Agreement for the Board of Directors
American College of Foot and Ankle Surgeons Conflict of Interest Statement

Conflict of Interest Policy and Disclosure Form
Officers and directors of not-for-profit corporations have fiduciary obligations to the organization and its members under not-for-profit and general corporate law.

Conflict of Interest Statement and Disclosure Statement (Illinois Chapter of the American Academy of Pediatrics)
This document contains both a list of expectations of members of ICAAP in regard to conflicts of interest.

E-Mail Policy (Neal, Gerber & Eisenberg)
This policy is basically a statement of the CAN-SPAM rules and affirms the association's intent to abide by the law.

Employment Agreement for the Chief Executive Officer
June 1, 2003
Employment agreements can benefit both the Association and the CEO and are consistent with prudent, professional association governance. The CEO’s position responsibilities, employment conditions, and benefits differ from those of other staff positions and thus warrant an employment agreement.

Ethical Behavior of Association Leaders
March 1, 2010
The conduct and ethical behavior of an association’s leaders set the tone for the conduct and ethical behavior of the association’s staff, leaders and members. For this reason, their conduct and ethical behavior must be beyond reproach and free of any impropriety. Honesty, integrity, respect, fairness and good faith are essential traits of ethical behavior.

Financial Management by Association Executives
June 1, 2001
Association executives are responsible for the assets of the organizations they manage. This includes but is not limited to: planning and budgeting; receipt, disbursement and investment of funds; preservation of assets; filing appropriate tax and regulatory documents and presenting reports on these activities to the members and governing body of the organization.

Insurance Policy (American Dietetic Association)
This policy ensures that the American Dietetic Association (ADA), American Dietetic Association Foundation (ADAF), Commission on Dietetic Registration (CDR) and Commission on Accreditation for Dietetics Education (CADE) have the appropriate types and levels of insurance to protect them from legal and financial risks.

Volunteer Agreement and Conflict of Interest Statements (Association Forum of Chicagoland)
The Volunteer Agreement is intended to let individuals know what will be expected of them. The Conflict of Interest form provides assurance that all potential conflicts will be disclosed.

Marketing

E-Mail Policy (Neal, Gerber & Eisenberg)
This policy is basically a statement of the CAN-SPAM rules and affirms the association's intent to abide by the law.

Statement on Performance Measurement & Metrics
March 1, 2009
Performance measurement is an important cornerstone for any organization and is about creating business excellence through the development of effective systems that will help the organization achieve its defined vision, mission, strategic goals and objectives.

Use of Social Media in Associations
October 1, 2010
Social media usage is a dynamic method for communication. “Social media” are media for social interaction, using highly accessible and scalable publishing techniques for web-based technologies.

Meeting Planning

Corporate Sponsorship
March 1, 2009
In order to further their own missions and provide the opportunity for additional non-dues revenue to carry out their educational, charitable, professional, and other tax-exempt purposes, many associations seek corporate sponsorships.

Meeting Evaluation Form (Illinois Academy of Family Physicians)
Evaluation form used by IAFP.

Recruitment and Retention of Quality Staff
October 1, 2011
Associations must compete for quality staff, not just from within the association community, but from all industries. Given the effects of high turnover and low employee morale on an association's ability to provide the best service to its members, it is imperative that recruitment and retention of employees be of high priority for association professionals.

Membership Development

Leadership Development
October 1, 2011
Changes to the world in which associations operate are creating challenges for governing bodies (councils, committees, task forces, and project teams) never before faced by the not for profit sector.

Recruitment and Retention of Quality Staff
October 1, 2011
Associations must compete for quality staff, not just from within the association community, but from all industries. Given the effects of high turnover and low employee morale on an association's ability to provide the best service to its members, it is imperative that recruitment and retention of employees be of high priority for association professionals.

Resignation Survey (National Roofing Contractors Association)
This is a sample of the form that NRCA uses to track the reasons for member resignations.

Statement on Performance Measurement & Metrics
March 1, 2009
Performance measurement is an important cornerstone for any organization and is about creating business excellence through the development of effective systems that will help the organization achieve its defined vision, mission, strategic goals and objectives.

Strategic Planning
March 1, 2009
The purpose of strategic planning is to focus the association on what is crucial to maintaining the organization to serve the profession or industry it represents and better serve the needs of the membership. A strategic plan begins with an environmental scan, which is an analysis of the external forces affecting the association's members' industries or professions and the internal forces that speed or retard implementation.

Use of Social Media in Associations
October 1, 2010
Social media usage is a dynamic method for communication. “Social media” are media for social interaction, using highly accessible and scalable publishing techniques for web-based technologies.

Volunteer Leader and Staff Relationship
October 1, 2011
The complexity of contemporary association management calls for a governance structure that acknowledges and fosters the critical leadership and partnership roles and responsibilities of all volunteer leader and staff relationships.

Membership Services

Leadership Development
October 1, 2011
Changes to the world in which associations operate are creating challenges for governing bodies (councils, committees, task forces, and project teams) never before faced by the not for profit sector.

Membership Renewal Process Samples
Samples of dues notices, advertisements and envelope.

Personal/Professional Data Form (American Dental Hygienists’ Association)
This is the form that ADHA requires all volunteer leaders to complete and sign.

Recruitment and Retention of Quality Staff
October 1, 2011
Associations must compete for quality staff, not just from within the association community, but from all industries. Given the effects of high turnover and low employee morale on an association's ability to provide the best service to its members, it is imperative that recruitment and retention of employees be of high priority for association professionals.

Renewal Letter (National Roofing Contractors Association)
This is an example of the cover letter that NRCA sends out with their renewal notices.

Resignation Survey (National Roofing Contractors Association)
This is a sample of the form that NRCA uses to track the reasons for member resignations.

Statement on Performance Measurement & Metrics
March 1, 2009
Performance measurement is an important cornerstone for any organization and is about creating business excellence through the development of effective systems that will help the organization achieve its defined vision, mission, strategic goals and objectives.

Strategic Planning
March 1, 2009
The purpose of strategic planning is to focus the association on what is crucial to maintaining the organization to serve the profession or industry it represents and better serve the needs of the membership. A strategic plan begins with an environmental scan, which is an analysis of the external forces affecting the association's members' industries or professions and the internal forces that speed or retard implementation.

Use of Social Media in Associations
October 1, 2010
Social media usage is a dynamic method for communication. “Social media” are media for social interaction, using highly accessible and scalable publishing techniques for web-based technologies.

Program Development

Lifelong Learning and the Association Executive
June 1, 2001
The need for association executives and other association management professionals to maintain and enhance their professional competency has never been greater. Changes in association management continue to occur at a rapid pace, and the expertise and skills needed to respond appropriately to the resultant challenges are not accomplished easily.

Meeting Evaluation Form (Illinois Academy of Family Physicians)
Evaluation form used by IAFP.

Recertification Application and Handbook (American Board of Neuroscience Nursing)
This handbook lists the re-certification requirements for the CNRN designation.

Volunteer Agreement and Conflict of Interest Statements (Association Forum of Chicagoland)
The Volunteer Agreement is intended to let individuals know what will be expected of them. The Conflict of Interest form provides assurance that all potential conflicts will be disclosed.

Public Policy

Mission and Goals
March 1, 2007
The focus of this professional practice statement is the development of mission and goal statements for nonprofit organizations. A well-developed mission statement can accurately capture both a compelling image of what the organization ultimately hopes to achieve, as well as reflect its beliefs and principles.

Role of the Chief Executive Officer in the Nomination Process
March 1, 2008
A strong board is the backbone of any business or association. As the staff leadership to the board, the chief executive officer (CEO) plays a key role in building the strength and effectiveness of the board, starting with board recruitment. The CEO should place a high value on the importance of an active nominating committee with strong leadership.

Strategic Alliances
October 1, 2011
The use of strategic alliances as an association strategy is important to the health and vitality of a successful association. The use of such alliances affords the association with opportunities to better serve its members and fulfill its mission by generating revenue, improving member services, reducing operating costs and improving the market position of the association.

Research

Statement on Performance Measurement & Metrics
March 1, 2009
Performance measurement is an important cornerstone for any organization and is about creating business excellence through the development of effective systems that will help the organization achieve its defined vision, mission, strategic goals and objectives.

Sales and Sponsorship

Corporate Sponsorship
March 1, 2009
In order to further their own missions and provide the opportunity for additional non-dues revenue to carry out their educational, charitable, professional, and other tax-exempt purposes, many associations seek corporate sponsorships.

Strategic Alliances
October 1, 2011
The use of strategic alliances as an association strategy is important to the health and vitality of a successful association. The use of such alliances affords the association with opportunities to better serve its members and fulfill its mission by generating revenue, improving member services, reducing operating costs and improving the market position of the association.