ASAE Handbook of Professional Practices in Association Management.
- 3rd ed.
- 1 online resource (675 pages)
Cover -- Title Page -- Copyright -- Contents -- Preface -- Acknowledgments -- Chapter 1 A Prescription for a Successful CSE -- What Does an Association Buy in a CSE? -- Unique Position -- Board Partner -- Changing CSE Role -- Deliver Results -- Beacon to Others -- Emotional Intelligence -- Think Like a CSE: How You Think Is How You Lead Is How You Act! -- Successful CSEs Master Systems Thinking -- Leadership to Successful Strategy -- Communicating -- Delegating -- Managing Growth and Change -- Aligning with Mission -- Creating a Learning Organization -- The CSE Sequence of Thinking -- Scan -- Plan -- Implement -- Evaluate -- The Future -- The Authors -- Chapter 2 Mission -- Revisiting Mission -- Mission and Leadership -- Aligning Mission with Work -- The Changing World of Mission and Leadership -- The Board and the Mission -- Mission of the Future -- Responsiveness + Resolution = Return Member -- Notes -- The Author -- Chapter 3 Management -- Management of Associations Compared with Nonprofits and Corporations -- How Boards Affect Association Management -- The Role of the CSE -- Association Management Models -- Alignment and Execution of Operations with Mission, Goals, and Core Competencies -- MCA Vision: Metal Is the Construction Material of Choice for the Building Envelope -- Board Meetings Focused on Strategic Objectives -- Establishing and Managing to Performance Metrics -- Succession Planning to Ensure Continuance of Progress to Goals -- Volunteers -- CSEs and Senior Staff -- Systems to Promote Innovation, Management to Goals, and Adaptability -- Human Capital Management -- Notes -- The Author -- Chapter 4 Managing the Complex Association Enterprise -- Mergers -- The Manager -- Making Sense of Complexity -- The Enterprise -- The Tools -- Integrated Dashboard -- The Lenses -- The Enterprise Coordinating Body. Engaging, Sensing, and Responding -- Notes -- The Author -- Chapter 5 Business Models and Economic Drivers -- Business Model Defined -- The Association Business Model -- Reimagining the Association Business Model -- Examples of Emerging Business Models -- Freemium -- Moving from Membership to Cause-Based -- Leveraging Certification -- Quality as a Business Driver -- The Association as Market Creator -- The Business of Big Data -- Converting Your Network and Knowledge into Consultative Resources -- Knowledge Management and Content Strategy -- The Power of Globalization -- Considerations in Business Model Assessment and Development -- Conclusion -- Notes -- The Author -- Chapter 6 Identity and Branding -- The CSE's Role in Branding -- Branding Is Dead -- Long Live Branding -- Seize the Opportunities -- Technology Changes the Playing Field -- Communication Defines the Relationship -- Speaking of Engagement . . . -- Assessing Brand Effectiveness and Equity -- Predictors of Behavior -- Branding Is Everyone's Responsibility -- The Rules -- Consistency Still Matters -- Embrace the Mission -- Be Authentic and Deliver Real Value -- Ask Five Key Questions -- The Care and Feeding of the Brand Is Everyone's Job -- Utility, Utility, Utility -- Notes -- The Author -- Chapter 7 Financial Management -- Strategic Budgeting and Financial Planning -- Types of Budgets -- Capital Expenditures -- Budget Use -- Financial Reporting and Analysis -- Metrics for Financial Analysis -- Internal Controls and Attestation -- Tax Exemption -- Reserves -- Investment Management -- Summary -- The Author -- Chapter 8 Globalization -- Phase 1: Deciding Whether to Expand Globally -- Determine Whether the Association's Mission Is Applicable Globally -- Establish the Exploratory Process -- Include All Appropriate Individuals -- Define the Existing Status of the Association's Global Efforts. Define What the Association Means by Globalization -- Tips from Those Who Know: A Non-U.S.-Based View from Field Experience -- Phase 2: Developing a Plan for Globalization -- Identify the Process and Timeline -- Identify Criteria for the Plan -- Differentiate Between Short- and Long-Term Considerations -- Evaluate Global Opportunities -- Choose the Business and Governance Models -- Phase 3: Implementing the Globalization Plan -- Choose the Right People to Work with In-Country -- Address Legalities and Financial Implications -- Plan and Manage the Three Evolving Levels of Country Activity -- Communicate Appropriate Information to Target Audiences -- Document Processes, Operating Parameters, and Guidelines for Operations -- Phase 4: Managing, Evaluating, and Sustaining Globalization -- Recognize Indicators and Patterns of Success -- Reorient Target Audiences as Turnover Occurs -- Remind All Colleagues Continually of the Commonalities of the Association -- Establish Processes by Which to Objectively Assess and Adjust Problem Areas -- Maintain Flexibility -- Summary -- Resources -- The Authors -- The Planning Continuum -- The Author -- Chapter 9 Environmental Scanning and Futures Analysis -- Categories of Change -- Components of Futures Analysis -- Components of an Environmental Scan -- Do It Yourself (DIY) Environmental Scanning -- Structure -- Culture -- Resources -- Identifying Change Drivers -- Scenario Planning -- The Value of Scenarios -- Scenario Principles -- Creating Scenarios -- Working with Scenarios -- Creating Your Preferred Future -- Notes -- Resources -- The Author -- Chapter 10 Environmental Scanning -- Multiple Models and Methodologies -- Developing a Strategic Radar Screen -- Illustration of a Radar Screen -- Association Management Professional Trends -- Elements of a Strategy -- Sample Strategy -- Radar Screen Issues. Desired Outcomes -- Guiding Principles -- Event Sequence -- Understanding Your Limitations -- Maintaining the Environmental Scan -- Avoiding the Whiplash Effect -- Notes -- The Author -- Chapter 11 Strategic Planning -- What Is Strategic Planning? -- It Is Not Primarily About the Plan, It's About the Planning -- Strategic Planning in a Nutshell -- Charter, Mission, and Vision -- Illustrations of Charter, Mission, and Vision for the American Chemical Society (ACS) -- Core Values -- Challenges and Opportunities -- The Language of Planning -- Goals -- Objectives and Strategies -- Who Does Strategic Planning? -- Strategic Planning from a CSE Viewpoint -- How Is Strategic Planning Conducted? -- Role of the Facilitator -- Communicating Strategy -- Notes -- The Authors -- Chapter 12 High-Yield Tactical Planning -- Some Helpful Tips Before You Begin Tactical Planning -- Step 1: Setting Goals and Objectives -- Step 2: Situation Analysis and Problem Definition -- Internal Problems -- External Problems -- Step 3: Identification of Key Audiences -- Step 4: Identification and Development of Vehicles and Tactics -- Step 5: Creating the Tactical Plan: "A Matrix of Opportunities" -- Example One -- Example Two -- Example Three -- Technological Tactics -- Step 6: Scheduling the Plan -- A Handy Shortcut -- Step 7: Budgeting to the Plan -- Step 8: Evaluation -- The Author -- Chapter 13 Business Planning -- Distinctions in Terminology: Feasibility Study Versus Business Case Versus Business Plan -- Feasibility Study -- Business Case -- Business Plan -- What Is a Business Plan? -- Assessing Organizational Capabilities -- Content of a Business Plan -- Playing with Numbers -- Business Case Example: Snow & -- Ice Management Association -- Initiative: Social Media Planning -- Objectives -- Core Audience(s) by Priority -- Current State at the Beginning -- Tactics to Employ. Projected Year 1 Results -- Ties to the Business Plan -- Organizing the Plan -- Example: Strategy, Objectives, and Tactics Defined -- Consumer Awareness and Education -- Driving Long-Term Revenue Success -- Planning for Long-Term Expenses -- Business Plan Accountability -- Business Plan Accountability -- The Authors -- Governance: An Introduction -- Notes -- The Author -- Chapter 14 Governance Structures, Process, and Culture -- What Is Governance? -- Governing Documents -- Board Policies -- Board Authority and Responsibilities -- What Makes a Board Effective? -- Exercising Foresight: A Case Example -- Governance Structure -- How Big Is Too Big? -- The Players -- Developing Board Agendas and Meetings That Work -- Governance Management -- Recruitment, Selection, and Term Limits -- Orientation, Development, and Self-Assessment -- Term Limits -- The CSE-Board Partnership -- Conclusion -- Notes -- Resource -- The Author -- Chapter 15 Governance Relationships -- Providing Advice and Guidance -- Collaborative Leadership in Governance -- Gabriel Eckert, CAE -- Clearly Define Roles and Responsibilities -- Be Transparent -- Agree on How to Measure Success -- Celebrate Success -- Results -- Roles and Responsibilities -- Nurturing Future Leaders -- Providing Role Clarity to the Board -- Facilitating Continuous Process Improvement -- Putting the CSE-Board Relationship in Perspective -- How the CSE Creates a Beneficial Working Environment with the CEO -- Knowing When and Who to Engage-the CEO, Executive Committee, or Full Board -- Notes -- The Authors -- Chapter 16 Volunteer Leadership Development -- A Critical Understanding -- The Volunteer Pathway -- Volunteer Leaders Need A Why -- Designing Volunteer Leadership Structures -- Volunteer Job Descriptions -- Types of Volunteer Opportunities -- Volunteer Selection -- Designing a Volunteer Leadership System. Recruitment.