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READER POLL

Which TV networks' national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, you'll find there can be humour in association life!

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READER POLL

Which TV networks' national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, you'll find there can be humour in association life!

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READER POLL

Which TV networks' national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, you'll find there can be humour in association life!

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READER POLL

Which TV networks' national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, you'll find there can be humour in association life!

Advertisement

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READER POLL

Which TV networks' national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, you'll find there can be humour in association life!

Advertisement

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READER POLL

Which TV networks' national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, you'll find there can be humour in association life!

Advertisement

Advertisement

READER POLL

Which TV networks' national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, you'll find there can be humour in association life!

Advertisement

Advertisement

READER POLL

Which TV network national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, there can be humour in association life!

Advertisement

Advertisement

READER POLL

Which TV network national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, there is humour in association life!

Advertisement

Advertisement

READER POLL

Which TV network national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, there is humour in association life!

Advertisement

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READER POLL

Which TV network national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, there is humour in association life!

Advertisement

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READER POLL

Which TV network national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, there is humour in association life!

Advertisement

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READER POLL

Which TV network national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, there is humour in association life!

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READER POLL

Which TV network national newscast has the most credibility? 

Association Life™

With AXI's new cartoon, there is humour in association life!

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Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  FEATURE

Fraud -- How to Prevent It In Your Association!

....and it is more likely than you think

You are wrapping up late on a Friday afternoon looking forward to a relaxing weekend without any meetings or other association business when one of your staff walks in with a bombshell – clear evidence that suggests someone on staff has been embezzling money from the organization.  The prospect of a quiet weekend disappears as you begin placing calls to the Chair of the Board, the auditor and the organization’s lawyers.

Now consider this – it is highly likely that your organization is also susceptible to employee and/or volunteer fraud.  The potential exists, because many organizations do not have adequate internal controls.

Internal control can be defined as policies, procedures, practices, and organizational structures designed to provide reasonable assurance that operational objectives will be achieved, and that undesired events would be prevented, or detected and corrected.  The definition of internal control extends beyond financial aspects, however the aspect that we will focus on in this article is the prevention, and/or detection and correction of undesired events, specifically employee and volunteer fraud.

The Scope of the Problem

In many cases, the employee theft does not become public.  The employee is fired, and charges are not filed. Here are some examples that have become public:

An employee of the Midnapore Residents Associations of Calgary is alleged to have stolen $300,000 over an 8-year period.  According to newspaper reports, the employee did not have authority to withdraw funds from the associations 3 bank accounts, but could transfer funds. The employee set up a fourth account, transferred funds to it, and then withdrew the funds from that account.  Accounting records were manipulated to cover up the theft.  The Chairman of the association’s finance committee noted that “we trusted this person”.

In 2001, the former treasurer of Calgary's  Rundle Community Association was fined $45,000 and placed under house arrest for two years for stealing more than $154,000 over a 3-year period ending in 1998.  She admitted to writing over 300 cheques on the association’s account.  Recently, she was back in court for failing to make the payments on the $45,000 fine.

The former voluntary treasurer of the Calgary Catholic Women’s League recently admitted to stealing $40,000 from the organization between 1998 and 2000.  She had signing authority on the association’s chequing account, and wrote herself 51 cheques over a 30-month period.

In 2000, it was reported that the VP Finance of the Concordia Student Union had allegedly stolen over $190,000 from the organization.  The loss represented nearly one-third of the $625,000 in fees that are collected by the university from students and remitted to the CSU as their main source of income for student associations, clubs and other activities. 

A long-time employee of the Girl Guides of Saskatchewan was convicted in February 2000 of embezzling more than $91,500 from the organization's guiding supplies store between 1994 and 1999. According to sentencing testimony, the money was used to fund a gambling addiction. She stole money from the store's cash register and claimed that shortfalls were the result of refunds to customers on returned merchandise.

In 1998 and 1999, the Langley Minor Hockey Association faced a situation where there was a discrepancy in regards to bingo monies. A former member of the Executive was alleged to be responsible for the loss of funds. Given that the loss appeared to have been in potential revenue, it was difficult to quantify

In the United States, the National Legal and Policy Center’s Organized Labor Accountability Project (http://www.nlpc.org) has shone a spotlight on fraud within U.S.-based labour organizations.  The amount of fraudulent activity is astounding. If a similar spotlight were cast on Canadian membership-based organizations and registered charities, I wonder just how extensive fraudulent activity would be? Unfortunately, organizations are very reluctant to make employee fraud public.

The Problem Areas

Some common fraudulent activities include:

• Theft of cash receipts
• Under-the-table payments, bribes or kickbacks.
• Recording false discounts
• Theft of incoming cheques
• Tampering with cheques issued (forged signatures, altered dates, adjusted amounts)
• Stealing blank cheques or counterfeiting duplicate cheques with altered payees
• Creating and paying fictitious vendors
• Creating inflated or phony expense vouchers
• Altering billing records
• Theft of inventory
• Altering purchasing, receiving or shipment records
• Paying non-existent employees
• Skimming payments on account. Typically, an employee records a contract at a lower amount than actually owed then steals or "skims" the excess.
• Falsifying receivables, and stealing the payments.
• Altering accounting records to hide the theft of funds
• Cash disbursement scams
• Credit card refund schemes

This is not a complete list. It is impossible to conceive of every way that theft will occur, so the best response is to ensure that effective internal control measures are in place.

Internal Control Measures

The internal control measures that should exist in associations and non-profits include:

• Whenever possible, segregate duties and responsibilities. If one person has access to, or processes an entire transaction (e.g. payment and processing), the risk of fraud is high.
• If possible, rotate work duties. Often, the embezzlement scheme requires constant cover-up activity, and rotation of duties will make that difficult.
• Obtain insurance, and when necessary, bond employees.
• Control the addition of new vendors.
• Control changes to the payroll.
• Watch for signs of addiction and/or increased affluence in employees/volunteers.
• Have your bank account statements delivered directly to the executive director.
• Ensure that effective policies are in place to manage refunds.
• Keep blank cheques secure, and maintain number sequence.
• Control access to the credit card processing.
• Have all invoices approved prior to payment.
• Have policies in place for expense reimbursement, and ensure all claims are approved.
• Get the auditor to provide a management letter with particular attention to internal control measures.
• Ensure that reconciliations are prepared and reviewed.
• Ensure that policies are in place to address gifts, freebies, trips, etc.

In addition, each organization needs to implement additional internal controls specific to their organization and the activities undertaken.  For example, an organization that has a retail outlet needs to implement measures specific to that operation. 

Understanding Why They Do It

According to Joseph T. Wells, a fraud researcher and author of Occupational Fraud and Abuse, common motivations for fraud include:

• A method to cure personal financial problems
• A means to satisfy marital problems caused by gambling, drugs and alcohol
• A way to meet unrealistic performance goals
• A method to earn bonuses or rewards from short-term goals
• A way to make up for perceived low pay when compared to salaries of others

Watching for Danger Signs

In addition to implementing internal control measures, it is important to watch for tell-tale indications that an employee may be stealing from the organization.

• Noticeable changes in lifestyle.
• Dramatic changes in behaviour.
• Reluctance or refusal to take vacations.
• Reluctance to delegate tasks even when obviously overworked
• Discussion of personal financial problems
• Onset of alcohol or drug problems of the employee or his family

While these signs are not evidence of fraud, they are indicators that may suggest investigation.   This can be reinforced if indicators at the organization level also exist.  Some of these to watch for include:

• Employees are hired without a thorough checking of background and references
• Internal control procedures are ineffective or ignored
• Management oversight of critical procedures is lax
• Conflicts of interest exist with volunteers and managers
• Lack of an effective code of conduct and policies
• A compliant or lazy Board
• Minimal requirements for reporting or follow-up
• Financial statements often contain errors
• Frequent complaints from members about billing errors
• Excessive number of adjusting entries with vague explanations
• Frequent complaints from vendors about late payments
• Excessive number of missing invoices
• Inability to reconcile subsidiary ledgers to the general ledger
• Unexplained decrease in surplus or cash flow

The above also represents a to-do list of what needs to be changed in your organization.  Not only do they point to an environment that can breed and support fraud, the existence of these indicators also suggests that there is sloppiness in how the organization conducts its operations. That should be motivation enough to make the changes.

Making You Think

Published statistics show that employee fraud occurs in both small organizations where there is not as much to steal, and large organizations where you expect more systems and processes to prevent fraud.  Our experience with associations and charities supports this fact.  There are no organizations that are exempt from fraudulent activity -- including private sector enterprises, non-profit organizations, and government.

Still wondering about your organization's susceptibility?  Then consider this: Employee A requests a refund for member John Doe (it could be for any one of a number of reasons) except that John Doe is not expecting a refund.  Employee A processes the refund through the credit card machine using her own credit card number instead of John Doe's number.  It is unlikely that anyone will notice unless there is a process to compare credit card numbers for refunds with the original purchases.  Now, If you think about your organization's refund process, could this happen without anyone noticing? 

If you are concerned about your organization’s susceptibility to fraud, consider having someone come in to examine and suggest improvements to your internal control systems.

Wayne Amundson, president of Association Xpertise Inc. can be reached at (403) 607-4821(or admin@axi.ca) if you want to discuss how AXI could assist your organization with improving its internal control processes.  Wayne is a Certified Management Accountant and a Certified Association Executive.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  VIEWPOINT

Rewarding Results

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.        - Peter Drucker

Person A achieves results.  Plans are implemented. Risks are taken. Mistakes happen. But results are achieved, and typically members are more content.  Change may happen more frequently, but it engenders excitement more than chaos and stress.

Person B talks and plays the politics game with skill and finesse.  Results are often mixed, and there is always a reason why action was not taken or objectives achieved. Generally, the crowd of membership malcontents is large and growing. Change is infrequent or meaningless, and yet there seems to be ever-present chaos and stress.

By getting too involved in the day-to-day at the expense of focusing on the future, and not setting objectives and evaluating against them, Boards run the risk of creating a Person B.  Boards that focus primarily on the future, and are advocates of performance management and evaluation, are more likely to recruit and retain Person A.

Unfortunately, the Board’s compensatory rewards for Person A and Person B are typically not that different.  It is a bit like tipping a waiter -- he or she generally gets a tip within the diner’s usual tipping range regardless of his or her performance.  Frequently, only extremely poor performance results in no tip.  How will a waiter who provides inadequate service know that change is required when there is no feedback and the rewards don’t correspond to performance?

The Board needs to shift their attention away from day-to-day intrusions, and begin some serious future-oriented planning.  Then they can begin to articulate where the organization should be going, and how they will know when they get there. With this knowledge and understanding, the Board can begin to identify performance measures.  Once expectations are known and commonly understood, then evaluation of the CEO means something.

I think that some executive directors feel that everything they do is evaluated under a microscope, and this leads to a preoccupation with playing political games. To avoid this trap, turn the Board’s attention away from evaluating the day-to-day, and to setting, and evaluating against, defined and communicated strategic objectives.

Members want leaders as Drucker defines them, even if it seems some Boards do not!

Wayne Amundson, president of Association Xpertise Inc., can be reached at (403) 607-4821 (or admin@axi.ca).

Readers are invited to submit their responses in support or disagreement with the views expressed in this column. Direct your comments to the editor.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  GUEST COLUMN

Negotiating Reciprocal Agreements With Your American Counterpart

An Interview with John Galt, President, Canadian Automatic Sprinkler Association

Recently, the Canadian Automatic Sprinkler Association (CASA) and its U.S. counterpart, the National Fire Sprinkler Association ( NFSA ), formalized a reciprocal agreement between both organizations. The agreement enables the members of either organization to be eligible to receive membership discounts of either organization. The Canadian Association talked to John Galt, President of CASA, about the agreement.

TCA: Can you tell us about CASA? What is your mission and who are your members?

Galt: CASA is a national trade association, representing approximately 270 companies across Canada. The Association has existed in one form or another for over 80 years, however, we received a Dominion Charter in 1981. We initially represented installing contractors and negotiated Collective Agreements with sprinkler jurisdiction unions across Canada. Today we still hold accreditation orders in most provinces for collective bargaining purposes, however, we are very involved with the development of Canada’s Building and Fire Codes. Our membership today also includes Manufacturers/Suppliers and Design Professionals along with Subscribers. Our Mission statement is, “ for the advancement of the sprinkler art as applied to the conservation of life and property from fire”.

TCA: Is the NFSA very similar to CASA in this regard?

Galt: Yes. The NFSA is much larger of course since they are U.S. based.  Canadian Labour legislation differs somewhat and as a result, we have different membership fee structures.

TCA: What was the relationship between CASA and NFSA prior to the agreement?

Galt: The NFSA and CASA have had a long history of cooperation.  The two Associations, throughout most of the last four decades jointly supported North American standards for installation and design.  Membership services for respective members were maintained separate.

TCA: We understand that the agreement applies to resource material as well as attendance at training and education initiatives held throughout North America.  Are their other programs and services that are also included in the agreement?

Galt: In addition, our annual conventions are open to both membership categories and the social or networking opportunities are a great benefit to all members.  Under the new agreement we also share some labour services to U.S. based contractors who occasionally obtain contract work in Canada.  We do not, however, include other labour services offered to Canadian members for labour grievances or legal assistance in contract disputes.

TCA: Tell us about the process in putting the agreement together.

Galt: The process was quite simple really.  Our organizations were regularly receiving inquiries for services and materials from across the border.    While our respective members were use to paying member discounted fees, there was a reluctance to deal with each association directly as non-members.  The NFSA President and myself found that we were negotiating arrangements on a project by project basis.  It should be mentioned that over the last 10 years there have been many acquisitions and today there are many of our long time members who have U.S. based parent companies.  There was a driving goal to avoid duplication of services and to utilize resources in areas that could grow the market for fire protection industry across all of North America and even overseas.  The final agreement was reached between the NFSA President and myself, and was approved by the respective Boards.

TCA: Is there a sunset clause on the agreement, and are all future CASA and NFSA programs automatically included? What is the process and issues involved if one group wants to cancel the agreement?

Galt: There is no sunset.  Both organizations can withdraw at any time, however, we have not limited it to existing programs.  The latest extension of the agreement has included on-line seminars.  Members on both sides are happy so we have no intention of modifying this agreement at present.

TCA: Were there any significant stumbling blocks or areas of resistance that had to be overcome? Did either organization have any conditions that had to be included in the agreement?

Galt: There were no real stumbling blocks.  We do, however, require trademark recognition to be respected and professional authorship, etc. to be published.  This can be a challenge as many materials and technical documents are available electronically today.

TCA: Do you see this agreement leading to further cooperation and/or collaboration?

Galt: This agreement is the catalyst to a closer relationship that is leading to a first ever joint annual convention in the later part of the decade.

TCA: How has the program been received by your membership?

Galt: Very well.

TCA: Do you have a feel for how CASA revenues have been affected, and if not, how do you think they will be impacted by this agreement?

Galt: It has had a modest effect by worsening our revenues through a few areas.  We have shared improved cross-border attendance at educational seminars when held in border cities.  Our Annual General Meeting has had greater U.S. participation also, and recently improved advertising in our magazine from U.S. based companies.

TCA: Do you have any advice for other associations who would be interested in putting such an agreement together?

Galt: I would strongly argue associations to look at ways of uniting industries and members in any way possible.  We only have to look at what’s happening in Europe to see that there exists real opportunities to develop markets through united efforts.

TCA: Thank you.

John Galt is the President of the Canadian Automatic Sprinkler Association (http://www.casa-firesprinkler.org). John can be reached at (905) 477-2270.

The views expressed in this article are those of the interviewee, and do not necessarily reflect the views of Association Xpertise Inc.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  GUEST COLUMN

National vs. Provincial: Is there a difference?

Glenn Campbell, Executive Director, Canadian Association of Optometrists

In 1998, I joined the Canadian Association of Optometrists as its Executive Director following 12 years in the same capacity with the Alberta Association of Optometrists in Edmonton. When considering this possibility, my wife and I agreed that a move to the nation’s capital would be a good opportunity to further our careers and to explore another part of Canada. With the idea of inspecting the city as a potential home and viewing the local amenities, we decided to take a trip to Ottawa. Our minds were soon made up.

My work with CAO has offered me a distinct perspective regarding the differences in association management at a provincial and national level. Some of my observations:

Ø      National boards tend to have more regional “interests” than with provincial boards. It can be a challenge to achieve a clear consensus, to make timely decisions and implement organizational change.

Ø      There is far less direct interaction between staff in Ottawa and regionally located members. Travel costs and time constraints make it necessary to work and communicate electronically and to be innovative in involving and empowering members. 

Ø      Rank and file members tend to view national associations as less relevant in their day-to-day lives. Members see provincial associations as having greater impact on their livelihood and on the rules governing their professional lives.

Ø      Serving members in English and French has significant implications on staffing, budget and the time to complete certain projects.

Ø      There is an expectation that a national association has a broader mandate than a provincial association. This is despite not necessarily having more resources. 

Ø      Considerable care and expertise are required in establishing policy at a national level. Stakeholders and media tend to look to national associations for credible and evidence based advocacy positions.

In my case, I had the opportunity from the outset to work proactively with the CAO Board, staff and others to address the challenges facing the organization.  Increased communication and service to members were priorities along with the need to improve relations with government, stakeholder organizations and provincial optometry associations. Ultimately, several key organizational changes were made and a much broader consensus team approach was adopted with the optometric leadership at a provincial level.  We also improved our finances with controls on spending, annual increases to the CAO member assessment, and higher income from non-dues sources. To date, it has been a very positive experience for all concerned.

Association managers who contemplate a move to the national scene should factor some of the above into their decision. Of course, circumstances will differ, depending upon sources and stability of funding, governance and the type of national association. Other important factors to consider:

•  Determine the level of autonomy the national Board gives its CEO/ Executive Director. There is nothing more dysfunctional that a Board that micromanages, especially at a national level.

•  Moving to a national association will not necessarily mean a higher personal income and more resources at hand. The cost of living in Ottawa (and Toronto) is high both at an individual as well as organizational level

•  Because national Board members are not close at hand, the senior staff person is often the one who must attend meetings with the federal government and other national groups. Unless you are joining a large national association, you will be the one most often required to represent your group.

• National associations also need an international perspective and to understand its role on the world’s stage.

Is the grass greener working for a national association? Not necessarily, but there can be great fulfillment in working in association management at this level. It is satisfying to be regularly called and counted upon as an important resource by individual and corporate members. It can also be very exciting to work in the “centre of the action” for Canadian politics. Ottawa is a very dynamic and beautiful city that has not lost its appeal to my wife and me. We don’t regret a minute of it.

Glenn Campbell is executive director of the Canadian Association of Optometrists He can be reached at gcampbell@opto.ca. 

The views expressed in this article are those of the author, and do not necessarily reflect the views of Association Xpertise Inc.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  GUEST COLUMN

What Do You Really Get With an Audit?

Brian Watson, CA

Many associations arrange to get audited financial statements each year. It’s often a requirement in the association’s by-laws. But what exactly does an association get when it invests in an audit?

The association’s auditor is basically selling confidence in the financial information that is being presented. Financial statements contain essential information for the decision-making of many stakeholders – including members, directors, employees, funders, bankers, creditors and government.

If the financial information is substantially incorrect then the resulting decisions made could be inappropriate. For example, an association is in reality close to bankruptcy and yet the financial statements portray a healthy balance sheet; a creditor could be misled into advancing more credit and eventually suffer a loss. Directors can be held legally responsible for employee wages and payroll taxes. If they think everything is fine when it really isn’t then they won’t properly respond to this financial risk. What you don’t know CAN hurt you! For these reasons many stakeholders in an association prudently will want to have an audit.

Does an audit guarantee that everything is 100% accurate? No. It is generally much too expensive to verify everything 100% and so it is standard practice for auditors to check evidence supporting the amounts and disclosures in the financial statements on a test basis. This involves analyzing and verifying financial controls in order to evaluate the extent to which the system can be relied upon.

It is important to remember that financial statements often include estimates. For example, some of the receivables may eventually prove to be uncollectible; or the bills may not have come in from certain suppliers. These items will require estimates based on previous experience, contracts, purchase orders, correspondence, etc.  However these accounting estimates may not exactly correspond with the amounts that are eventually paid. This is generally acceptable to readers of financial statements as long as the estimates are substantially correct. The auditor will check the reasonableness of estimates based on supporting evidence.

It is very common for auditors to come up with correcting adjustments arising from their verification work. The financial statements often become more accurate than they otherwise would have been.       

Does an audit guarantee that there has been no fraud in an association. The answer is no although it should reduce the probability. There are a multitude of ways in which fraud can occur. Opportunities for fraud are limited only by the imagination of the perpetrators and by the effectiveness of the systems of financial control that are in place. You should be aware that it is common practice for the engagement letter (outlining the terms of reference for the auditor) to state that the audit is not designed, and cannot be relied upon, to disclose defalcations and other irregularities.

Generally accepted auditing standards are employed in the performance of audits. These standards provide for an audit which reduces to an appropriate low level the risk of not detecting a material misstatement in the financial statements. However, an audit does not guarantee that all material misstatements will be detected. Of course, the discovery of such irregularities may still result from the audit, and should any significant ones be encountered, they are reported to the association.

An audit is less likely to detect material misstatements arising from fraud or other illegal acts because such acts are usually accompanied by acts designed to conceal its existence. Accordingly, audit procedures that are effective for detecting an unintentional misstatement may be ineffective for an intentional misstatement or an illegal act that is concealed. It should be noted though that the profession is currently looking at raising the bar for audit practitioners in this whole area.

A useful by-product of an audit is the management letter. The auditor may have observed weaknesses in financial control and other financial matters. These are brought to the attention of management, including suggested recommendations for improvement.

Management has the responsibility for the maintenance of adequate accounting records and internal controls, prevention and detection of fraud and errors, safeguarding of assets, selection and application of suitable accounting policies and appropriate disclosure of financial information in the financial statements. The preparation of the financial statements in accordance with generally accepted accounting principles is also the responsibility of management.

Association managers and board members are the players and the auditor is the referee reporting on the official score and ensuring that the financial game is being played fairly and according to the rules. The auditor basically provides an objective professional opinion that the financial statements prepared by management present fairly, in all material respects, the financial position as at the fiscal year end and the results of operations and cash flows for the year then ended in accordance with generally accepted accounting principles.

Board members and association managers must understand that they are the ones who are primarily responsible for ensuring the accuracy and reliability of financial information. They can’t sit back and expect the auditor to be their only line of defence. It is essential that they be vigilant, careful and prudent at all times to satisfy their fiduciary duties and stewardship role. The audit is one of the key tools to be utilized.

Brian Watson is an Ottawa chartered accountant servicing primarily association clients. He can be reached at bdwatson@bdwatson.ca.

The views expressed in this article are those of the author, and do not necessarily reflect the views of Association Xpertise Inc.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  GUEST COLUMN

Searching for a Key Employee

The 7 No-No's of Hiring

Hildy Gottlieb, President, Help 4 NonProfits & Tribes

The search for a key employee is the single most critical decision your organization can make. And if you are like most non-profit organizations, your board and/or Executive Director will probably decide to take on this task themselves.

Most people figure that because they've been in business (or been an executive in a non-profit) that they know how to hire. But if you ask, they'll tell you war stories - bad hires, bad interviews, horrible candidates.

With the success of your organization hinging on this decision, there are steps you can take (and, more importantly, steps to avoid) to increase the chances of getting the very best candidate for the job.

No-No #1: Don't Start in the Present; Start in the Future

If you are like most organizations, your executive search will start something like this:

• Form a search committee

• Assemble and write a job description.

• Discuss generally what you're looking for

• Write and place ad / put word out on the street / put out job announcements

All seemingly obvious first steps. Unfortunately, they're wrong. And unfortunately they set the tone for the whole rest of the search.

Before thinking about the job and the employee, think about the organization. When we focus on the job, we are thinking about the present and the past, when in reality, the key positions in the organization are usually about the future. So look first to where your organization is headed over the next 5-10 years - look to your long range plan.

Real Life Example:

Wrong: We are going to take on a number of construction projects over the next two years. Our CEO should have construction experience.

Right: The next 5 years will take this organization into many new directions. We need a leader who can guide that transition.

No-No #2: Don't look for Qualifications; Look for Qualities

The search committee meets to determine the selection criteria. They argue over the following items:

• Should we require 3 years or 5 years experience in this field?

• Should they have a degree? In what?

• Should they have any other professional credentials?

Another don't.

How often have you hired someone with 5 years experience, only to find they don't have 5 years of smarts?

So stop looking for evidence of what you want (experience and other qualifications), and start looking for exactly what it is that you want (qualities, skills, talents).

10 years of experience isn't really what you want. You want what comes with that experience. So define it up front, clear and simple. Search for the person behind the qualifications.

Example:

Good with numbers. Understands the intricacies of financial management and planned giving.

Visionary. Can take a plan and run with it.

Life experience that gives them good gut instincts about the right approach to take.

The selection criteria will be the basis for screening resumes, for creating second-round questions, for creating interview questions and eventually for making that final decision. So think about them carefully.

No-No #3: Don't Advertise for Dullards; Advertise for Brilliance

It's time to run the ad. Here's one from Sunday's Arizona Daily Star, August 27, 2000. The names are changed to protect the innocent...

XYZ Agency is seeking candidates for its CEO position. The CEO will manage a budget of $1million and will report to the Board of Directors. XYZ provides X service to X population, receiving the majority of our funding from the State of Arizona.

The ideal candidate will have management skills in the areas of finance, personnel, information systems, quality management, contract development and blah blah blah (it actually names quite a few more). Experience must include Masters or PhD in our field, with 7 years progressive experience.

Now picture this ad to sell your home:

"Home buyer wanted: must have basic knowledge of plumbing and electrical work. People with no money need not apply."

We forget that advertising a job is just that - advertising. And the purpose of advertising is to inspire the target audience to take action. In this case, you want the attention of the most qualified candidates in the field.

So don't bore your candidates to death, or you will get a boring sampling to choose from. Excite them and they will respond in droves, strong job market or not.

In experiments done by ReSolve, we have placed two ads for the same position. One was the sort of ad noted above. The other was what we call the Mary Poppins ad, named for the way the children in Mary Poppins listed all their wishes and dreams for what they wanted their new nanny to be like.

Not surprisingly, the standard ad received 30 responses. The Mary Poppins ad received 240 responses! And the level of respondent in that second ad far exceeded those from the first ad. The most qualified applicants all came from the second ad.

No-No #4: Don't Rank People by their Resumes; Sort Yes or No

The resumes flood in. The search committee is spending Saturday morning reviewing them.

The committee wants to use their criteria to sort the resumes, because now they know what they are looking for. They read a few and realize it's hard to know someone from that single piece of paper. They spend most of the morning figuring out a ranking system, and they hope the best ones will surface during the interview process.

Well at least there are criteria!

The problem is that it IS hard to know an applicant from their resume. So much of what we hire for just doesn't show up on that single piece of paper.

So the only thing you can do at this stage is to determine minimum standards, and weigh the resumes against those standards. That leaves a resume to answer only ONE question:

From your list of criteria, note your minimum "must have" qualities. Financial acumen? Long-term stick-to-it-iveness? The ability to motivate others? Whatever qualities you agree upon as "must-haves," see if the applicants have those qualities.

Remember that this is a screening process. At this level, if someone is included that may not be terrific, they will be screened out in the next round.

You can already see why those first few steps - knowing what the organization needs and establishing criteria to meet those goals - are so critical to this process.

No-No #5: Don't Head Straight From Resume to Interview; Get to Know Them First

You have your "yes" pile.

Next you will set up the interviews. Or, if the pile is huge, you'll assign a few resumes to each committee member, for pre-interviews by phone, and then you'll set interviews.

Well, not quite.

There are a couple of reasons to create an intermediate step between resume and interview.

First, if you've written a great ad to attract folks with just the qualities you seek, your "Yes" pile is probably pretty big. We've done ads where 500 extremely qualified candidates replied, over 100 of whom passed the resume hurdle. In cases like this, an extra level of screening is essential.

Secondly, an interim step lets you learn more about your candidates, which will lead to a more meaningful interview. Unlike their resume, these questions will be designed to tell you exactly what you want to know, according to your selection criteria.

We call this the Second Round Screen. It can be done with a questionnaire of short essay responses, asking candidates to evidence more of their talents and expertise. The package should include:

• 4-6 QUESTIONS requiring short essay responses. PROVIDE A FORM showing a specific space for responses, so you are not reading novellas. PRE-DETERMINE YOUR DESIRED RESPONSES, to help with screening upon receipt of the responses.

• A fact sheet with as much or as little information about the job and the organization as is prudent to disclose at this time, to help the applicant determine if the job is right for them. Also refer them to your website.

This second round screens in a number of ways:

1) Some won't respond. From the job description and salary range, they decided the position wasn't for them. Or they don't want to write those responses, either because they don't like to write (an executive had better be able to write!), or they feel it's not worth their time. There could be a dozen reasons they don't respond, but in any event, that person is probably not for you.

2) Those who DO respond are even more interested in working for you than they were at first. Compare their answers to your checklist of desired pre-determined responses, and you will have a much better feel for whether or not there is a fit.

Example:

Question: "What would your first action be on the job?"

Desired response: "Walk around and listen to people."

Their response: "Call a staff meeting and lay down the new laws."

I'm sure glad I didn't waste my time in an interview with this person!

In our experience, these pre-interview questions lead to great discussion during the interview, because both you and the applicant have already been "introduced" to each other.

No-No #6: Don't Interview If You Don't Know How; Get Help

You have screened down to a handful of candidates you'd like to interview.

A few committee members are selected to perform the interviews. They gather and come up with questions, deciding who will go first and how long each interview should be.

Ok, here's where it really gets hairy.

First, we would love to say the choice of who does the interviews is based on their experience in interviewing. But the truth is that the selection of who will do the interviewing is generally based on who is the most vocal and/or aggressive on the committee.

Interviewing is a skill. It requires experience. Skilled interviewers delve, know where to push and where to hang back. They know how to get the responses they seek.

Most of us don't have that skill. To be honest, most of us are more intimidated about GIVING a job interview than we are when we are the applicant. During the interview, we are uncertain about our role, and so we concentrate more on how WE are doing at interviewing than with what we are learning from the applicant.

In addition, although the group generally comes up with questions beforehand, they don't talk about what they are really trying to learn. And so questions are either vague or they are based on what folks have read in articles on "10 Great Interview Questions."

A few recommendations for this step.

First, hire an HR consultant who specializes in interviewing, and have them lead the interviews. A few committee members should sit in as well, but the smartest thing we've ever done is to let a professional lead the way.

Secondly, base interview questions on the initial criteria. The applicants have already made it through the other steps, so you know they have the minimum standards. So what do you still want to know?

You want to see them in action, get to know them, and most importantly, see for yourself if they have the qualities you are seeking.

Finally, your checklist should have a space for "gut hunch." Fill it in for each candidate. If it seems like there is just the perfect "click," note it. If they twist every question to answer one for which they were better prepared, note that. Your overall impression is important here.

No-No #7: Don't Get Meaningless References; Verify the Facts

You've narrowed it down to 2 candidates. The committee will make the reference calls.

You call the first number. "Can you tell me something about Joe?" The person is reluctant to give out information, having been told that references can lead to lawsuits (whether or not that is true, it is a common perception). You get nowhere.

Or you get someone who tells you what a great guy Joe was, how much they miss him, how they would love to have him back.

From either of these, what have you gained? From the first, you have obviously gained nothing. But from the second, what do you really know? If you hadn't hit it off with Joe in the first place, he wouldn't have gotten this far, so are they doing any more than verifying that Joe is indeed a nice guy?

Most of us check references as poorly as we interview. We ask vague questions and we get vague responses. And once the committee gathers back together, all you can report is, "They all said he's a great guy," or "They wouldn't tell me anything."

If you're lucky, you'll learn that Joe never worked at any of those places. At least then you'll have information you can use!

The beauty of a strategic approach to Executive Search is that you can ask references about facts - questions they are more likely to answer. You will have their resume to ask about, their pointed answers to the essay questions, and their interview responses. So what you really want to know is:

You may not get a reference to "Tell me something about Joe," but they may just answer:

"Did Joe really increase the endowment by 20% his first year?"

"Did Joe really add 6 new programs at no additional cost?"

If Joe really did everything he says he did, and you already know his personality is a match, then your questions are answered.

By going through the process in this way, the reference call is to verify. You may be lucky and also learn new things along the way, but they will be the cream!

Using this strategic approach to finding key personnel, the Organization is more likely to find the right person for the job. It takes time, but it is well worth the wait when you know you can rest easy. You will have found a leader to take your organization forward into the future.

------------------------------

Hildy Gottlieb
President, Help 4 NonProfits & Tribes
and author of the critically acclaimed
"Board Recruitment and Orientation: A Step-by-Step, Common Sense Guide"
http://www.Help4NonProfits.com

This article is reprinted with permission.

Copyright © 1997 ReSolve, Inc.

The views expressed in this article are those of the author, and do not necessarily reflect the views of Association Xpertise Inc.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

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Clarity...by AXI

© 2002, Association Xpertise Inc. www.axi.ca 

The information provided in Clarity....by AXI serves one very important purpose - to provide readers with sufficient understanding of an issue so that they are able to identify potential issues within their organization and then, when necessary, discuss, challenge and question the advice of their internal or external paid advisor related to that issue as it impacts their organization. With that purpose in mind, we will provide information in very clear, non-technical language and we will use the word "generally" and its synonyms a great deal.  Much of the complexity of technical and/or legal topics relates to the language used and the need to address every conceivable and obscure exception. This column is for information purposes only, and AXI will not be responsible for any errors or omissions...consult your paid advisor before acting.

Consent Agenda

The consent agenda is not a way to push things through without proper discussion and debate.  In fact, it should not be used for decision items.

Items that are for information only, and do not require a decision or any Board action, should be included in the consent agenda.  The consent agenda allows all of the reports to be received with one motion.

When individuals have included a written report for information, they somehow feel compelled to speak to their report.  That is not done with a consent agenda.  However, board members can ask all the questions that they want related to the consent agenda items.  Once any questions are dealt with, the vote on the single motion addresses all the consent agenda reports.  Quick. Fast. Good for everybody!

Note: Some people are under the mistaken impression that if people want to ask questions about a consent agenda item, that it should be removed from the consent agenda.  That is not required.  The only time that an item should be removed from a consent agenda is if it is determined that action, a decision is required, or significant further discussion is needed. Any Board member can request that an item be removed from the consent agenda, but the majority should decide.

The consent agenda is part of the regular agenda for the meeting.  Typically it is one of the first agenda items.

This can be an effective way to improve meetings...if and when it is properly understood.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

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The Tool Shed

© 2002, Association Xpertise Inc. www.axi.ca 

The Tool Shed is the place to find the right tool for the right job...and the tools are designed to work in associations and other not-for-profit organizations.

Leadership Tool

Leadership: Finding and Maintaining It

Every organization has to identify and develop potential leaders. People in leadership positions are responsible for coordinating the activities of various groups or bodies within the organization, including activities designed to help the group or body achieve its goals and members stay together and feel good about working together.

It is important for leaders to involve all group members in the decision-making process and to be sure everyone is heard before the group votes on an action or makes a decision.

The qualities of good leaders include flexibility, the desire to listen and consider the opinions of others, the ability to clearly state goals and expectations, and a willingness to acknowledge the contributions and achievements of other people.

The task of recruiting and developing leaders should be an ongoing activity for the Board and the executive director. Sometimes leaders are reluctant to share authority or delegate responsibility, but that hurts the group in the long run: eventually these leaders may burn out and no one will be available to replace them. Part of being a good leader is helping others to grow into leadership roles as well.

When Members Disagree

Associations, like any group of people, can run into problems with personality conflicts, burnout and leadership issues. When problems occur, encourage open and respectful discussion among association members. One way to avoid conflict is for association leaders to invest time in consensus building before key votes are taken.

Consensus Building

Consensus building is a process in which groups of people who disagree are encouraged to share information and negotiate to reach the goals of the association. Each member of the group should be asked for their opinion and each should be willing to accept less than everything they want in order to help the group move toward its goal. A majority vote does not represent a consensus. Instead, the most acceptable alternative for all members should be offered and explained; this approach requires members to be flexible and willing to accept less than everything they might want.

Managing Conflict

Some people try to avoid dealing with conflict because it makes them uncomfortable—and some people try to approach conflict as if they were in a battle, determined to win. But it’s best to address conflict immediately so it won’t damage personal relationships or the association, and many disagreements can be resolved with negotiation. Disagreements among association members can be an opportunity for growth, change and new understanding.

Tips for Handling Conflict

• Talk directly to one another, face to face. Direct conversation is more effective than sending a letter or complaining to someone else.

• Choose the right time to talk. Find a neutral place where you can both talk undisturbed for as long as it takes. Approach the other person and ask if you can set a convenient time to talk.

• Think about what you want to say ahead of time. State the problem, how it makes you feel, and offer a solution. Don’t blame or interpret others’ behaviors.

• Don’t blame or call names. If you make the other person angry, they are less likely to be calm with you.

• Listen to the other person. Give them a chance to tell their side of the story completely. Although you may not agree with what is being said, show that you are listening by saying that you hear what they are saying and are glad that you are discussing the problem together.

• Negotiate a solution. Ask “What can we do to improve the situation for both of us?” or “What can we do to resolve our differences?”

• Check back with each other. Ask the other person, “Is this working for you?”

Source: The Canadian Association newsletter -Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

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Better Practices

© 2002, Association Xpertise Inc. www.axi.ca 

The practices described in this area are described as Better Practices for a very good reason. We have a great deal of difficulty with the term best practices used in any other context than to refer to the results of benchmarking exercises involving real and relevant organizations with tangible results.  We offer Better Practices related to areas where we feel that change is needed in associations. The Better Practices are intended to provoke thought, and to encourage organizations to think about what they are doing and how they are doing it.

The Board Manual

Purpose of Manual

• An important element in the orientation and training of new and current directors.

• An indispensable tool and central resource during the Board’s work throughout the year.

Preferred Features

• The manual should be well planned (include essential items but not be a repository for everything)

• The manual should be organized (clearly marked sections and a table of contents).

• The manual should have pockets to hold brochures and similar items.

• All materials should be dated.

• The manual must be kept current.

• It must be updateable and allow for materials to be added and removed.

• The manual must be easy to use.

• It should be of a reasonable size and weight so it can be brought to meetings and used.

• Don’t include duplicate or similar items and, where possible, use summaries instead of longer documents (material that has a direct impact on potential liability of directors, such as letters patent or by-laws, should not be summarized)

• The manual may be prepared by staff, but it should be done with input by and in consultation with officers and directors. Board members should regularly evaluate its usefulness and provide suggestions for improvement.

Contents of Manual

• names of board members, their biographies, terms of office and a statement of their responsibilities;

• a list of committees and task forces, with their terms of reference, time frames and membership;

• a brief written history of the corporation and/or a fact sheet about the corporation;

• Letters Patent, supplementary Letters Patent and bylaws;

• mission and vision statements;

• strategic framework or plan, and the current annual operating plan;

• minutes from recent board meetings;

• board policies (e.g., conflict of interest, insurance coverage, expense reimbursement);

• the prior year’s annual report and audit report;

• current annual budget and latest financial statement;

• banking resolutions and investment policy;

• current list of major funders or partners and/or stakeholder map;

• organizational chart and staff information;

• annual calendar; and,

• promotional material and Web site information.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  TIPS, TOOLS & RESOURCES

Better Practices

© 2002, Association Xpertise Inc. www.axi.ca 

The practices described in this area are described as Better Practices for a very good reason. We have a great deal of difficulty with the term best practices used in any other context than to refer to the results of benchmarking exercises involving real and relevant organizations with tangible results.  We offer Better Practices related to areas where we feel that change is needed in associations. The Better Practices are intended to provoke thought, and to encourage organizations to think about what they are doing and how they are doing it.

Finding Your Site on the Web

With your organization’s investment in its web site, it is important to ensure your web site is found by those in your constituency and on topics important to your organization.  It is not acceptable for your site to be simply an on-line brochure that only gets visited by people that you have already had contact with.

In exploring the search aspect of the web, the benchmark is Google (see sidebar below). All of the tips below contribute to improving your web site’s search engine results.

Tips:

• Identify and include relevant meta tags in pages on your site.

• Register directly with 4-6 of the leading general search engines and directories.

• Register with targeted directories and search engines specific to your audience.

• Place free and paid links on key sites relevant to your audience.

• Produce a valuable e-newsletter for constituents, preferably in HTML format.

• Focus on content, content, content…..and content.

• Forget about the home page Flash movie.

• Monitor your statistics on search engine keywords used to access your site.

• Keep your site current, and that means updating it regularly.

• Include surveys, reports, etc. that deliver valuable content to visitors.

What Can be Accomplished

Association Xpertise Inc.’s web site (www.axi.ca) was launched in May 2001.  One year later, AXI’s web site is the top search result on Google when searching Canadian sites using key search criteria such as “association management” and “association consultant”, and within the top half-dozen search results for secondary criteria, such as “non-profit consultant” and “non-profit management”.

When using Google to search all sites (including American sites), AXI shows up within the top ten search results for “association consultant” and “association management”.

The value of this accomplishment can be better understood after reading the following sidebar article on Google.

  Sidebar 

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  TIPS, TOOLS & RESOURCES

Technology Tips

© 2002, Association Xpertise Inc. www.axi.ca 

Technology has a significant role in the work of association staff. The Technology Tips focus on how  individuals can manage using technology rather than being managed by technology.

The Out-of-Office Automated Response

Are you sure it is working correctly?

It happens quite frequently.

I send someone a message, and do not hear from the recipient.  Some days later, I receive the automated out-of-office response -- on the day they are scheduled to be back in the office.  Typically, the recipient is unaware that this is happening.

Why this happens

The automated out-of-office message is set up in the e-mail client (Eudora, Outlook, etc.), but the software is not active in the individual’s absence from the office. That can occur with one or more of these conditions: the mail server is not in the office, the desktop computer is turned off when the individual is absent, the e-mail client is not set up to periodically check for e-mail, or Internet access is not constantly available (i.e. a dial-up connection).

When the individual returns to the office, the e-mail is received and the out-of-office automated responses are sent out.

How to fix it

If you have a dial-up account, the automated response can be set up at the account level (on the provider’s server). You can also typically use this approach for any e-mail account that is not based on your own in-house mail server.

If you have network or continuous access to the Internet, make sure that your e-mail client is set up to periodically check for mail (and send messages). You must also leave the computer on, and the e-mail client open.

While we have attempted to ensure the accuracy of the above information, each system is different. Therefore, we encourage you to seek the technical support assistance.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  TIPS, TOOLS & RESOURCES

Reality Check

© 2002, Association Xpertise Inc. www.axi.ca 

Sometimes association and non-profit staff, volunteers and other stakeholders lose touch with the bigger picture because they are so caught up in what is happening in the trenches. Our intent in offering the Reality Check feature is to get these individuals to step back and re-think their existing views.

Board Members Seeking Staff Position

Sometimes when a vacancy occurs in the executive director or other staff position, a board member may be interested in the position. However, the board member needs a reality check if he/she plans to retain his/her board position while seeking a staff position! 

There is only one proper course of action.  The board member must resign his or her position prior to formally applying for the position.  It is not enough to simply abstain from discussions concerning the matter.

For a light-hearted look at this issue, check out the Association Life™ cartoon for July 2002 http://www.axi.ca/resources/cartoon_archives.htm.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  TIPS, TOOLS & RESOURCES

Templates Plus

© 2002, Association Xpertise Inc. www.axi.ca 

The purpose of Templates Plus is very simple -- to save you from re-inventing the wheel whenever and wherever possible, and if we cannot, to provide templates and resources to make the task easier, faster and cheaper to do.  

Member Service Standards

 © Association Xpertise Inc. (www.axi.ca)

Associations have permission to use with attribution.

As a member you are entitled to expect high quality service that is responsive to your needs and provided efficiently at a reasonable cost.

The association’s mission statement is:

Ia cxrryiag oue ieb mibbioa, ehz vtb wiqq pxy bzazfieb eo ehz righe pzoplz, ia ehz righe xmouaeb, ia x eimzly mxaazr, xad bxfzguxrd our cubeomzrb' erube fuadb. Ehz vfbwill erzxe zvzry pzrboa who comzb iaeo coaexce wieh ehz xgzacy wieh courezby xad coaczra, xad rzbpoad eo xll iaquirizb prompely, xccurxezly xad clzxrly.

The Member Service Standards are centered on the following principles of member and customer service: standards; openness; accessibility; and accountability. In arriving at this plan, we have considered the findings of a member satisfaction survey, the results of focus group research, and the responses received on evaluation forms from specific programs.

Standards

• We will be courteous and treat you with respect every time you contact us.

•  The information you provide us is protected under the provisions of our privacy policy and privacy legislation.

• When you inquire with us by letter, you will receive a reply within 10 days of the date we receive your inquiry. If for any reason we cannot reply within that time frame, we will acknowledge your letter and tell you how long it will be before we can answer your questions fully.

• When you inquire with us by e-mail or fax, you will receive a reply within 2 days of the date we receive your inquiry. If for any reason we cannot reply within that time frame, we will acknowledge your communication and tell you how long it will be before we can answer your questions fully.

• When you inquire by telephone, we commit to answer our telephone within 3 rings.  If you leave a message, we will respond to your request within 24 hours. If we cannot do so, then we will acknowledge your call and tell you how long it will be before we can respond to your request.

• If you join or renew your membership, you will receive confirmation within 10 days of the receipt of your payment.

• If you register for an association event or place an order to purchase an association product, you will receive confirmation within 10 days of the receipt of your payment.

• When you visit the association’s offices, a member of the association staff will serve you promptly.

• Some special requests may require action from the Board or a Committee. If this is the case, we will give you an explanation and an estimate of the time required to make a decision.

Openness

• We will display in our office how well we are meeting the established standards.

• When you visit our offices, the staff you see will identify themselves by name.

• When you telephone us, we will identify ourselves by name.

• Information on how to contact individual staff members will be provided in various forms (e.g. web site, voice mail directory).

• Our correspondence will be easy to understand, and, unless the letter is a computer notice, the person writing to you will give you his or her name.

Accessibility

• When you telephone us, you will reach us on the first try.

• When visiting us, you will be helped within 5 minutes of your scheduled appointment.

• You will not have to wait more than 30 minutes if you do not have an appointment.

Accountability

• If things go wrong, at the very least you are entitled to a good explanation and an apology.

• A Customer Assessment Survey form is available in our office, and on our web site, for you to tell us how we did and how we can improve our service.

• If you are not satisfied with our service, you may contact the manager responsible for member services, or the Executive Director.

The Member Service Standards are published on our web site, in our membership material, and are posted in the association’s offices in order to communicate these standards to our members and customers, and to reinforce them with our employees. There is a clear presumption that our service will progressively improve as our operations become more efficient. The plan will be reviewed and updated periodically as we gain more experience with it and as we compare our service to customer service standards (and benchmark our service to that of other service-focused associations).

For more information on the association and its programs, visit our web site at www.xxx.xxx. You can contact us by telephone at (xxx) xxx-xxxx in XXXXXXXX, or toll-free at (800) xxx-xxxx from other locations.

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  TIPS, TOOLS & RESOURCES

From the Resource Collection

© 2002, Association Xpertise Inc. www.axi.ca 

AXI brings you five articles or resources that offer new thought, interesting views, or practical solutions related to association and non-profit issues.  Given our intent to provoke thought and discussion, we do not only select articles with which we agree.  

Articles and resources for From the Resource Collection are identified and accessed using AXI's Resource Collection.

Better Board Meetings: The Difference Between “Need to Know” and “Nice to Know”

The Organizational Black Hole

12 Mistakes To Avoid With Your Membership Survey

7 drivers on the road to outsourcing

A Successful Electronic Journal Subscription Model 

Source: The Canadian Association newsletter - Sept 2002 issue - published by Association Xpertise Inc. -  www.axi.ca/tca

  TIPS, TOOLS & RESOURCES

According to the Rules

© 2002, Association Xpertise Inc. www.axi.ca 

According to the Rules highlights legislative, regulatory and similar issues that affect the operation or governance of associations and other not-for-profit organizations.

Privacy Update - British Columbia To Enact Legislation

-----------------------------------------------

Privacy Update

Personal Information Protection Legislation -- British Columbia To Enact Legislation

The British Columbia government recently announced that it intends to introduce legislation concerning "private sector privacy" in Spring 2003. 

According to BC's Ministry of Management Services, the government does not want the federal Personal Information Protection and Electronic Documents Act ("PIPEDA")  to apply in this province to provincially-regulated organizations because:  1)  PIPEDA "is a complex, even awkward act that is difficult to interpret and implement"; 2) PIPEDA will not apply to the personal information of employees of provincial companies (a gap the government considers undesireable); and 3) BC does not want provincial enterprises to be subject to an Ottawa-based Privacy Commissioner who would have difficulty understanding the unique needs and concerns of BC.

The B.C. Ministry of Management Services, through the Corporate Privacy and Information Access Branch, is said to be "undertaking an extensive series of formal information and consultation sessions throughout the province" involving "opinion and business leaders, the business community at large, key business, community and professional organizations and advocacy groups."

The Ministry has issued a "Consultation Paper" which is accessible on the Internet at http://www.mser.gov.bc.ca/foi_pop/psp/PSP-Consult.doc.

Anyone interested in this subject  should also review the explanatory letter from Catharine Read, Deputy Minister, which is available at http://www.mser.gov.bc.ca/foi_pop/psp/dmintro.doc and the "Questions and Answers" document at http://www.mser.gov.bc.ca/foi_pop/psp/QandA.doc.

Roger D. McConchie, a lawyer with Borden Ladner Gervais LLP, can be reached at (604) 640-4080 or by e-mail at rmcconchie@blgcanada.com