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Operation competencies essential to managing an association

A. Financial Management

  1. Oversee financial and business planning to achieve the organization’s strategic objectives and mission.
  2. Implement systems, metrics, and tools to monitor, manage, and report financial performance and ensure compliance with laws and regulations.
  3. Communicate clear and accurate financial information to leadership and relevant stakeholders to support decision making and ensure transparency.
  4. Manage revenue, investment, and reserve policies to protect and enhance the financial security of the organization.
  5. Apply generally accepted accounting principles for independent review or audit of the organization's finances.
  6. Anticipate the impact of internal and external factors to guide financial planning and policies.
  7. Develop financial modeling to inform decision making and evaluate performance.

B. Human Resources

  1. Foster a safe and accessible workplace through compliance with rules and regulations and development of policies and procedures.
  2. Delineate job roles and responsibilities with clear position descriptions, policies, and procedures.
  3. Ensure fair and equitable treatment of staff and mitigate exposure to risk through compliance with applicable law and regulations in recruiting, hiring, disciplinary, and termination practices.
  4. Evaluate employees using a documented process to support teamwork,performance, growth, and professional development.
  5. Maintain an up-to-date employee handbook to articulate the organization’s policies, values, and expectations and comply with applicable employment laws and regulations.
  6. Ensure diversity, inclusion, and equity are integrated into policies, practices, and culture.

C. Legal Oversight and Risk Mitigation

  1. Manage the organization in compliance with relevant laws and regulations.
  2. Obtain appropriate insurance to protect the organization’s reputation and assets.
  3. Maintain data privacy and security consistent with current law and best practices.
  4. Protect the organization’s intellectual property.
  5. Protect human, technological, and physical assets with an emergency and business continuity plan.

D. Infrastructure and Technology

  1. Align facilities, equipment, and technology with organizational objectives and the requirements of a changing workplace environment.
  2. Determine the organization's ongoing technology strategy.
  3. Ensure technology solutions are appropriate, used effectively, and aligned with organizational goals. 
  4. Establish policies and procedures to ensure appropriate use of the organization's technology assets.

E. Vendor Relations

  1. Assess the organization’s needs for products and services.
  2. Develop selection and evaluation criteria for potential vendors.
  3. Implement objective processes for Requests for Proposals.
  4. Implement contracting procedures that ensure the organization's expectations, interests, and assets are protected.
  5. Enforce contractual compliance.

View entire content of knowledge competencies as outlined in the CAE exam.


Most people will need these New Skills to navigate the changing business evironment.

Archive: Art of Operations

Tuesday November 3, 2020

Reinventing HR and Performance Management
Lynda Silsbee, CPT, SPHR, LDSS, SHRM-SCP 
Performance Dimensions Group
Value: 2.5 CAE credits (total program)

The way people work is changing and workers are asking for something different. Today’s workforce wants clear expectations, accountability, a rich purpose, and especially ongoing coaching and feedback. Lynda will lead a discussion that showcases what forward-thinking organizations are doing to reinvent HR and how to pivot from "performance management" to "performance development" in your organization. Lynda will share the most recent findings and trends in Performance Management and engage Sr HR Leaders in discussions to make the pivot in their organization. 

Learning Objectives (or take-aways):

  1. Learn 5 tenets of [forward-thinking] HR
  2. Understand the difference between Performance Management and Performance Development
  3. Discover what other businesses are doing to reinvent their HR and People Performance Operations

Lynda Silsbee is the Founder and President of Performance Dimensions Group and the creator of the LEAP-Leadership Acceleration Program. PDG is a Leadership and Organizational Effectiveness consulting group that works with organizations of all size and industry in the Puget Sound region.  Lynda started PDG in 1999 after 20+ years of leading from the inside of Fortune 500 Companies including Nordstrom, Genie Industries, and Vulcan. She and her team of consultants have been helping organizations and leaders be the most effective they can be during the good times and challenging times including the Dot-Bomb Era, 911, The Great Recession, and currently the Covid Pandemic. Her mission is to help organizations, leaders and their teams not just survive but to thrive!

Tuesday, November 3, 2020

Operations/Cyber Security: Easy Wins for Big Problems
Andrew Healey, MSc, CISSP, OSCP, AWS SAA
NorthCreek Security Group

Many of today’s cyber threats have the capability to severely damage people and organizations, and many do. Most of us have just given up on the idea that we can reasonably secure our business or family from these threats. This talk will provide a brief background of how we got here and what current threats look and feel like. We’ll then cover some easy wins and you’ll walk away with tangible steps you can take to help defend your organization, customers, family, and self.

Andrew Healey’s mission is to identify risks and manage them simply and right the first time. SMBs consistently accept critical levels of risk while having the most to lose. He has 20 years of technology, security, and leadership experience ranging from enterprise Defense contractors, the United States Marine Corps, and now in the small and medium sized business space. He holds a master’s degree in cybersecurity and information assurance.