Associated Builders and Contractors of Texas Policy Manual Table by jianglifang


									Associated Builders
and Contractors of
Policy Manual

                               Table of Contents
     I.   Antitrust Avoidance…………………………….….…………………………………3
    II.   Insurance Coverages……………………….……………………………………........4
              a. General Liability
              b. D&O
              c. Fiduciary Bond
              d. Liquor Liability
              e. Convention Cancellation
   III.   Financial Reserve……………………………………………………………………...5-6
   IV.    Investment Policy…………………………………………………………..................6-7
    V.    Legal Audit…………………………………………………………………………….7-8
   VI.    Whistleblower Clause………………………………………………………………....8
  VII.    Sarbanes- Oxley…………………………………………………………………….....8-9
 VIII.    Apparent Authority……………………...…………………………………………...9-10
   IX.    Purchasing Policy……………………………………………………………………...11
    X.    Credit Card Usage…………………………………………………………………….11-12
   XI.    Expense Report…………………………………..…………………………………...12
  XII.    Record Retention…………………….. ………………………………………………12-13
 XIII.    Distribution of Minutes……………………...……………………………………….14
  XIV.    Strategic Processes………………………………………………………………….....14-15
   XV.    Strategic Governance………………………………………………………………….15-16
  XVI.    Logo Usage………………………………….………………………………………….16-21
 XVII.    Committees…………………………………………………………………………… .21-22
XVIII.    Diversity- Inclusivity……………………….………………………………………….22
  XIX.    EEO……………………………….…………………………………………………….22-23
   XX.    Sexual Harassment………………………………………………………………….....23-24
  XXI.    Email, Computer, Internet, & Telephone Usage……………………………………..23
 XXII.    Travel & Entertainment…………………….…………………………………………23
XXIII.    President Performance Review………….………………………………….23-25

     I. Antitrust Policy
From the inception of the association, one of the major tenets of Associated Builders and
Contractors has been opposition to monopolies. A natural corollary of that policy view is favor
for antitrust laws.

Since violations of antitrust laws have arisen recently, the association deems it advisable to
reiterate our long-standing position on the subject.

Federal laws and many state laws prohibit contracts, combinations or conspiracies in restraint of
trade and unfair competition.

We are conscious of the existence and potential effect of these laws upon our organization at the
national, state and local levels. We are likewise cognizant of the importance of these laws in our
member-to-member relationships, as well as in dealing with non-member firms.

As an association, we will not, by any means, enter into any arrangements or understandings that
restrain trade or competition, by any collusive acts that can be interpreted as seeking such ends.

We strongly urge all members to be aware of the hazards of any such activities that might violate
such laws.

We specifically call attention of our association officers, staff and members to such unlawful
practices as the following:

1.     Boycotting of firms or products through management agreements.
2.     "Courtesy" bidding -- agreeing to price bid to the advantage of any individual firm.
3.     Agreements to fix wages or prices.
4.     Promotion of bid depositories with penalties for violations.
5.     Agreement upon so-called bid preparation fees to be shared among competitive bidders.
6.     Agreements to use exclusively any materials, supplies or services.
7.     Limitation of markets -- to type, geography, size or similar carve-outs.
8.     Any agreements to prevent access to markets or supplies.

As an association, we condemn such actions and urge our members to be aware that such
violations not only contravene the basic principles of the Merit Shop espoused by our
Association, but entail upon conviction of violating heavy criminal and civil penalties.

   II. Insurance Coverages
General Liability Coverage

This is typically the "core" coverage for a nonprofit. The most common occurrence covered by
the policy is "slip and fall." Depending on the extent of the general liability coverage purchased,
commercial general liability insurance may provide coverage for a wide range of negligent acts,
which result in bodily injury, personal injury, advertising injury or property damage to a third
party. It does not cover damage to property under your control.

Directors and Officers Liability Coverage

The key distinction with Directors and officers liability is that it is intended to cover wrongful
acts that are "intentional" as opposed to "negligent." This is because Directors and officers
insurance is designed to cover actions and decisions of the Board of Directors. These actions
may be in error and wrong, but they are, nonetheless, "intentional" acts. Most other types of
insurance do not cover "intentional" acts. Among the items a good Directors and officers policy
should include is broad coverage for all types of employment related actions, including wrongful
termination, harassment, discrimination, failure to hire, etc. It should also pay defense costs as
they are incurred, not on a reimbursement basis.

Employee Dishonesty – Fidelity Bond

This covers loss resulting directly from one or more fraudulent or dishonest acts committed by
an employee whether acting alone or in collusion with others. Losses due to employee
dishonesty are different from other losses making it difficult to determine the amount of
insurance to carry. Loss of unrecorded assets could result from the following activities: theft
from a cash register; pocketing money for which a receipt has not been given; padding of
expense accounts; overcharging of fees for services; and walking off with assets.

Liquor Liability Coverage

Depending on the extent of the liquor liability coverage form, this insurance may apply to claims
resulting from selling, serving, or furnishing alcoholic beverages. "Host liquor liability" coverage
is provided in most commercial general liability coverage forms, and some nonprofits buy stand
alone liquor liability coverage when the argument can be made that they are in the business of
selling, serving, or furnishing alcoholic beverages. The need for liquor liability coverage is
frequently misunderstood, and an insurance broker can be of assistance to determine if the
coverage is needed or not.
     III. Financial Reserve
Internal financial controls are intended to provide assurance that members’ assets are properly
accounted for and reported. Good internal controls
•       Safeguard association assets from fraud, misuse, and waste
•       Ensure that financial records and reports are accurate and reliable
•       Promote operational efficiency and effectiveness in accordance with management’s
•       Provide comfort to the leadership that the members’ investment in the organization is
        being handled properly.

•      Quarterly review by the Board of Directors of the prior quarter’s financial statements
       with actual to-budget comparisons.
•      Establish procedures for drawing checks outside of approved budget areas.
•      Conduct an audit at least every other year and conduct a review in alternate years.
•      Review Internal Financial Controls annually.

1.     Accounts Payable

All payables should be paid within 30 days or within the terms of the agreement. Checks are
normally cut twice a month. The payables should be entered on the date of the invoice and
accounted for in the month the expense occurred. This procedure will match the revenue with
the expense within each month. Each expense, unless it is a contracted service, should have
either an agreement/contract or a purchase order. All expenses must have an invoice and be
accompanied by a Purchase Order. The normal practice is as follows:
•       Accounts Payable staff will prepare each check form an invoice and enter it into the
accounting system.
•       All checks will have two signatures or stamps.
•       All checks will have one live signature.
•       All checks over $10,000 will have two live signatures.
•       Signature authorization will be all officers and President.
•       A copy of all payroll statements will be available for the review of the Budget and
        Finance committee each quarter.

2.     Other
•      Computer hardware, software, and office equipment will be identified with a permanent
marking and kept on an inventory schedule.
•      Office furniture and other assets will be requested and budgeted for each year. This will
be shown on the budget as a capital expense and depreciated as advised by the Treasurer.
•      President will approve expense accounts of all employees.

•      President expense account will be approved by either the Chair or Treasurer.
•      The Board of Directors must approve all expenditures more than $5000 or 25% above the
       budgeted amount.

     IV. Investment Policy

The purpose of this policy is to provide maximum return on investment to the Association while
maintaining the security of the Association’s funds. The principal of the fund is long-term in
nature and it is not anticipated that the funds will be withdrawn during the year.


1)     Preservation of principal.

2)     To attain the highest return commensurate with preservation of principal.

3)     To provide appreciation over the long term in order to build the Liquid Reserves of the


Reserve funds are to be invested in high-quality marketable securities and instruments,

       FDIC Insured Certificates of Deposit

       U.S. Treasury and federal agency obligations

       Money Market funds

Long-term instruments are defined as those intended to be held for longer than one year.

Securities purchased for reserve purposes will be limited to a maximum average maturity of five
(5) years or less.


The reserve funds will be evaluated annually. Returns will be compared to:

       Consumer Price Index

       Lehmen Intermediate Government Bond Index

The association expects an average rate of return at or above the indices over a full market cycle.
Comparisons will show results for the latest quarter, year-to-date, and the last twelve months.
Annually, these results will be presented to the Board of Directors for review.


A.     Staff

Responsibility for decisions involving the investment of the reserve funds shall rest with the staff
person(s) designated by the Chair.

B.     Finance Committee

The Finance Committee will 1) monitor investment decisions to ensure that they fulfill the
investment objectives of the financial policy and 2) establish and approve all investment policies
for the Association.


The staff, as designated by the Chair, will handle the placement of investments. The Association
may employ an outside consultant or money manager to invest a portion of the Association’s
funds. Any money manger involved with investments will be required to adhere to the
guidelines set forth above. All outside investment consultants will be required to submit for
annual review, a performance appraisal of the funds under their management compared to the
appropriate indices.

Interest income earned from the Association’s investments from the general fund is to be
contributed to the general operating funds of the Association. Interest income earned from other
Funds is to be contributed to those specific Funds.

     V. Legal Audit
Most not-for-profit organizations rely on a CPA to review and report on financial conditions. A
second type of audit is an operations inventory and assessment conducted by staff.
The third type of audit is a comprehensive appraisal of legal affairs and potential liability. It is
intended to protect the organization’s volunteer Board of Directors and staff through preventative
An attorney with knowledge of not-for-profit organizations will visit the office and review
governing documents, contracts, insurance and common areas of risk. The result will be a
discussion and/or report on best-practices and apparent risks.

Because it usually includes an on-site office visit, staff can prepare for a legal audit by pulling
the appropriate files to save time and money. Here are the common ingredients of a legal audit:
       Articles of Incorporation
       IRS and State Income Tax Returns (990s)
       Minutes and Agendas
       Endorsement – Affinity Program Agreements
       Chapter Affiliation Agreements
       Newsletters and Publications
       Board Orientation Manual
       Personnel Manual
       Policy Manual
       Contracts (hotels, speakers, decorators, etc.)
       Insurance Policies
       Pending Litigation and Claims
       Website Information, Agreements
       Antitrust Statement
       Published Documents, i.e. Membership Directory
       Employee Review Formats, Files, Application
       Service Contracts
       Software Licenses

   VI. Whistleblower Clause
No officer, director, employee or agent of ABC shall take any harmful action with the intent to
retaliate against any person, including interference with employment or livelihood, for providing
to a law enforcement officer any truthful information relating to the commission or possible
commission of any offense. Nor will any officer, director, employee or agent of ABC take any
harmful action with intent to retaliate against any employee or member of the Association for
reporting to an appropriate senior management or elected official of ABC the suspected misuse,
misallocation or theft of any Association resources.

   VII. Sarbanes- Oxley
In August 2002, President George Bush signed into law The American Corporate Accountability
Act, commonly known as “Sarbanes-Oxley.” The White House described it as the most far-
reaching reform of American business practices affecting publicly traded companies.

Since its adoption, there is fall-out affecting nonprofit organizations. In New York the Attorney
General proposed that it apply to nonprofits. In California, editorials suggest nonprofits should
also have to comply. Nearly 20 states have introduced legislation to apply its provisions to for-
profit corporations.

Here are the law’s components that may impact associations, chambers and charities. Some
nonprofit organizations are using the law as an operating benchmark or preparing for compliance
should it includes other than publicly trade companies.

Audit Committee

A committee (or equivalent body) established by and amongst the Board of Directors for the
purpose of overseeing the accounting and financial reporting processes and audits of the
financial statements. If no such committee exists, the entire Board of Directors may serve as
audit committee.

Code of Conduct or Standards for Board of Directors

      Annual Affirmation by CEO that Organization Operates Effectively, without Risk or
      Financial Expert on the Board; Training the Board to Recognize Risk
      Utilization of an Audit Committee for Oversight Purposes
      Document Destruction Policy

While this does not include all of the law’s requirements, it is a start for understanding how it
may be applied to nonprofit organizations.

    VIII. Policy on Apparent Authority
Officers and Directors of the board have authority to perform necessary duties in the
management of corporate affairs subject to control by the Board of Directors. Specific powers
are granted to the officers through the bylaws or by resolution, describing the way the
corporation is to be operated and managed. The bylaws will set out the duties of the Chair and
other officers. Nevertheless, under certain circumstances, acts performed by officers may bind an
organization even in the absence of express authority. (This could include actions by committees
and chapters of the organization.)

Actual Authority

Actual authority is the authority a reasonable person in the officer’s position would ordinarily
believe and expect to have been conferred upon him/her by the corporation. Actual authority
may be expressly granted to officers in the bylaws, by resolutions of the board or by agreement
by the board to similar actions in the past. Associated with actual authority is implied authority;
the authority to do acts that are necessary and incidental to the exercise of authority expressly
Apparent Authority

Apparent authority is the authority that third parties reasonably believe an officer can exercise
even though it may not have been actually granted. It arises where the corporation knowingly
permits the officer to exercise an authority or represents, knowingly or negligently, that the
officer has such authority. Acts committed with apparent authority are ordinarily binding on the
corporation. Apparent authority may arise by virtue of the nature of the office held by the officer.

Authority of the President

The organization’s President handles the day-to-day operations of the business. The elected
Chairman and board, through authority of the bylaws, delegate management to staff. The
executive has the power to bind the corporation. These include transactions that arise in the
‘usual and ordinary course of businesses- normal operations constituting the regular business of
the corporation, but not in extraordinary transactions (e.g., sale of all or most of the corporate
assets, mergers, dissolution, etc.).

Authority of Executive Officers

In general, the Chair-Elect acts in the absence of the Chairman, but may be assigned special
duties and responsibilities. The treasurer is responsible for the financial records or the
corporation and handles corporate funds. The secretary is in charge of corporate books and
records (minutes, resolutions, etc.).

Policy Adoption

It shall be the policy of the association any communications on behalf of the association shall be
official, at the direction of the Chairman, board or staff. No statements shall be made, either
verbal or written that conflict with the position or policy of the association. Leadership should
understand that by virtue of their position, that any statements may be perceived as official and
made on behalf of the organization. To control official communications, stationary and business
cards shall be for the use of the elected Chairman and staff only. Members of the board,
committees or chapters may not use stationary. Staff will prepare letters sent on behalf of the
organization with a copy remaining in the office. Exceptions may be made to the policy so long
as the purpose of the letter is made known and approved by the board in advance; if the
exception is approved, a copy of the outgoing letter shall be provided to staff within 24 hours of
dissemination, for permanent file retention.

     IX. Purchasing Policy
Associated Builders and Contractors is a trade association that among other philosophies
endorses Free Enterprise, Merit Competition and Members doing business with members. In
keeping with those tenets, the Association has approved this Purchasing Policy for vendors doing
business with the Association.

1.     The Chair of ABC or appointed representative MUST formally approve all purchases
using Association funds.

2.      No member is allowed to authorize any expenditure of association funds without the
written approval of the Chair or the Board of Directors.

3.    The Association will seek competitive pricing for all expenditures. Decisions on
expenditures will be based on merit.

4.     Members are encouraged to conduct business with the Association but there should be no
expectation, either expressed or implied that the Association will conduct business with any

5.      Members will be given preference when competing against non-members. The extent of
the preference will be the sole discretion of the Chair.

When soliciting bids from members, the following guidelines will apply:

1.      ABC will make their best effort to solicit bids from all members known to represent a
specific line of products.

2.     If a specific product is specified, then the lowest bid will be utilized.

3.    If a specific budget is specified, then the staff/committee will select the desired product
and ABC will purchase that product from the vendor who submitted the product.

4.     If neither is specified, the staff/committee will select the product that is the best value for
the Association and ABC will purchase that product from the vendor who submitted the product.

X. Credit Card Usage Policy
Any credit card obtained by association for business use by an employee is for association
business use only. Cardholders may not, under any circumstance, use the credit card for personal
purchases nor for guaranteeing any type of personal reservations (hotel, rental cars, etc.) nor for
any other non-assoc. business use.

Any personal use of an association business credit card will be grounds for disciplinary action,
up to and including termination.

Association credit cards are generally to be used for business travel. Because of the lack of
documentation, it is always preferable to request a check in advance for your purchases as it
provides a better audit trail.

For any business purchases you make using the association credit card you must obtain a receipt
for the purchase and attach it to your credit card statement when submitting it to the bookkeeper
for payment. If you use your credit card to pay for a meal, you must indicate on the receipt who
was in attendance and the purpose of the meal. If you permit other staff members to use your
credit card for approved purchases; it is your responsibility to obtain from them a receipt for the
charge. All monthly statements for credit card accounts must go directly to the accounts payable
manager and not to the individual cardholder. H/She will then give you the statement to
reconcile and approve. Failure to approve statements promptly may result in late payment
charges, which may in turn be passed on to you. Repeated failure to approve statements in a
timely manner may result in forfeiture of your card.

    XI. Expense Reports
The Chair must approve expense reports. An expense account will be required for anyone
authorized to receive trip expense reimbursements. Authorization of expense must be made in
advance by the Chair.

The organization will reimburse its employees for charges for parking meters, tolls, pay
telephone calls, and cash purchases which are incurred as a result of their work. Cash receipts
must be submitted to validate expenses.

Expenses should be turned in before the 10th and 25th of the month. Advances are discouraged
except for specific trips. In such case, the advance will be “zeroed out” on the next expense

    XII. Record Retention
Description                                                         Retention Period

Accident Reports and Claims(settled cases)                                  7 years
Accounts payable ledgers and schedules                                      7 years
Accounts receivable ledgers and schedules                                   7 years
Audit reports of accountants                                                Permanently

Bank reconciliations                                                        2 years
Charts of accounts                                                          Permanently
Checks (canceled but see exception below)                                   7 years
Checks (canceled for important payments, i.e., taxes, purchases of property, special contracts, et
(checks should be filed with the papers pertaining to the underlying transaction)
Contracts and leases (expired)                                              7 years
Contracts and leases still in effect                                        Permanently
Correspondence (routine) with members, customers, or vendors                1 year
Correspondence (general)                                                    3 years
Correspondence (legal and important matters only)                           Permanently
Duplicate deposit slips                                                     2 years
Employee personnel records (after termination)                              3 years
Employment applications                                                     3 years
Financial statements (end-of-year, other months optional)                   Permanently
Insurance policies (expired)                                                3 years
Insurance records, current accident reports, claims, policies, etc.         Permanently
Internal audit reports (in some situations, longer retention periods may be desirable)
                                                                            3 years
Invoices to members and customers                                           7 years
Invoices from vendors                                                       7 years
Payroll records and summaries, including payments to pensioners             7 years
Petty cash vouchers                                                         3 years
Purchase orders (except purchasing department copy)                         2 years
Tax returns and worksheets, revenue agents' reports and other documents relating to
determination of income tax liability                                    Permanently

    XIII. Distribution of Minutes
The purpose of taking minutes is to protect the organization and the people who participate in the
meeting. The minutes are not intended to be a record of discussion, nor serve as a newsletter for
the organization.
These guidelines will help volunteers and staff members take minutes that will protect the

      Accurate minutes should be kept for all official meetings, including committee and
       chapter meetings.
      Minutes should be a record of what was considered and accomplished at a meeting, not a
       record of conversations, reports, and work assignments. They should not include sidebar
       conversations, if they occur.
      Minutes should indicate the place, date and time of the meeting and the names of all
       participants at the meeting, including persons arriving late or leaving early, guests and
      The ultimate legal importance of meeting minutes can be substantial if antitrust; tax,
       advocacy, or other legal issues are raised in litigation or some other context. Include a
       statement in the minutes about distribution of financial reports and approval or
       corrections to prior minutes.
      From time to time, minutes may contain self-serving statements to protect the
       organization, for example, “An antitrust avoidance statement was read and distributed to
       the board.” This is to the advantage of the organization.
      Draft of minutes, notes and audio or video recordings should NOT be retained in the
       organization’s files once the minutes are approved. The Chair and staff must be sure they
       are discarded. The organization should have a policy about who may create audio and
       video recordings.
      Distribute minutes within a reasonable time following the meeting to those who attended,
       those who were supposed to be at the meeting and then safeguard them in the permanent
       files of the organization. If you distribute minutes electronically, be sure your bylaws
       and corporate laws permit this.

    XIV. Strategic Process
Awareness of planning terminology is key at the onset so that participants agree upon the
common words and phrases.

Strategic Planning - A process to identify, discuss and set outcomes for the organization.
Participants should be visionary in understanding and setting a realistic course to best position
the organization. The timeframe may cover a year to 10 years, though two to three year plan
duration is common.

Mission Statement – The mission statement is the foundation of the organization’s existence
and operations. It identifies the organization, the members or audiences, and the services, in one
to three precisely worded sentences; also serves public relations need. Mission statements are
frequently found in or adapted from the bylaws or articles of incorporation.

Vision Statement - A lofty statement that answers: "What and where do we want to be in the
distant future?” In writing a vision statement, consider that you have unlimited resources and
thus you can take the industry or profession in the best direction to meet their needs. For
example, “XYZ organization will be the premier organization in the state to serve the needs of
all professionals.”

Values - Core values are consistent with the mission. They inform audiences of the
organization’s principles. It is better to adopt a value statement than to amend the mission, vision
or bylaws.

Goals and Objectives – The terms are synonymous. Goals are the major thrusts for the
organization. The planning process should result in three to seven goals. They should be
SMART: Specific, Measurable, Attainable, Realistic, and Timed.

Strategies – Strategies fall under goals. While the goals indicate direction for the organization,
the strategies more specifically identify directives for achieving the goals. From a PR
perspective, the strategies will be judged as to what actions the organization will be undertaking
to benefit the members.

Action Steps – Action steps are very specific to achieve the strategies. Action steps take into
account deadlines, quantifiable specifics, persons committed to doing the work, outsourcing,
resources, etc. Plans often fail that do not include action steps set by the planners or the staff.

Integration-Alignment – The organization’s budget and committees may need to be re-aligned
with the goals of the strategic plan. Many organizations appoint only committees that support the
goals, i.e. seven goals, seven committees.

Public Relations – The final process of strategic planning will include telling constituents, allies
and others the results of the strategic plan. An important aspect of the strategic plan often

Plan Champion – A person appointed to be responsible to report on and keep the plan in the
forefront of meeting agendas and budgets.

    XV. Strategic Governance

1. Clear mission, vision and values statements guide leaders and staff.
2. The strategic plan is the driving force for agendas, board discussions and
the focus of successive leaders.
3. The goals and strategies are translated into a more precise (tactical)
business or action plan by staff.
4. Performance measures are the basis for gauging progress.
5. The Chair charges committees with work from the plan.
Committees have access to the board through a director or staff liaison if
they are Chaired by other than board members. The Board of Directors
does not do committee work at the board table.
6. When non-strategic discussions arise, a member of the board or staff is
empowered to query the relevance of the discussion.
7. Board members remain responsible to each other – taking pride in their
follow-through and achievements while serving in the leadership role.
8. The strategic plan is revisited annually, and updated every three to five

    XVI. Logo Usage
The ABC Graphic Standards Manual is centered around a better-built ABC logo and
nomenclature for all of the chapters and programs that comprise ABC. This new system
enhances the unity of all of our chapters and programs under the ABC structure.

The ABC Graphic Standards Manual applies to ABC and licensed users of the ABC logo to the
extent described and in accordance with Article II of the National Bylaws of Associated Builders
and Contractors, Inc., and the Trademark Policy of the association as adopted by the Board of
Directors in February 2002. In particular, this manual applies to the following ABC trademark:

The manual and CD provide a detailed description of the proper use of the ABC logo in form and
substance. This guidance is found in the section of the manual titled, “The ABC Logo.” This
section applies to both ABC National and licensed users of the ABC logo, which include all
ABC chapters, as well as ABC affiliates, such as the Trimmer Education Foundation. ABC is
providing ABC logos with each chapter’s name to facilitate the nomenclature recommended.

The manual also provides guidance to ABC on ABC-branded items. While ABC chapters must
use the ABC logo in accordance with this manual and the National Bylaws, the remaining
portions of this manual provide recommendations for typography, layout and design. ABC
recommends using these to advance the branding and marketing of ABC.


The cornerstone of our Identity System is the updated ABC logo. There are three elements that
comprise the logo: a representation of the U.S. flag, the ABC letterforms and the association’s
name, which is spelled out and situated underneath the ABC letterforms in most situations. The
logo is a trademark of ABC, which licenses its use.

The ABC logo may be used by itself to identify the organization or it can also be used to
represent ABC conferences and programs in conjunction with a special type treatment outlined
later in this manual. Nomenclature has been developed for the chapters, divisions, clubs and
programs of ABC. The nomenclature is detailed on the Nomenclature page. (see pg. 6)


Color plays a critical role in ensuring the overall impact of the ABC identity. The ABC logo is to
appear in two colors, PMS 185 red and PMS 281 blue, or as one color, in either PMS 281 blue or
black. (see pg. 4) Never substitute other colors. Whenever possible, the ABC logo should be
used on a white or light-colored background. The logo should never be reversed out to white, as
this reduces the integrity and visibility of the U.S. flag.

If printing the logo via four-color process, use the process-build percentages detailed below to
match as close as possible the ABC red and blue.

Red                           Blue
Cyan 0%                       Cyan 100%
Magenta 91%                   Magenta 72%
Yellow 76%                     Yellow 0%
Black 0%                       Black 35%

Improper Usage

Do not alter the ABC logo in any way.

Do not obscure the logo by placing strong graphic elements near, next to, or on the logo.

Do not allow the logo to appear in color configurations other than in two colors, PMS 185 red
and PMS 281 blue, or as one color, in either PMS 281 blue or black.

Do not reverse the logo to white.

Do not alter the letterforms or graphics of the logo in any way.

Do not try to typeset any of the typography comprising the logo.

Do not alter the size relationships of the logo from its original format.

Digital files of the ABC logo are available on the enclosed CD.We have provided digital files for
both MAC and PC platforms in EPS file formats to suit most publishing requirements. Jpeg files
are also provided. Using the files provided on this CD will help to alleviate improper usage of
the ABC logo.


The Identity System establishes a hierarchy for the order of names within the ABC structure.
This hierarchy involves three tiers of information:

1stTier - The ABC logo and name

2nd Tier - A chapter, division, program or club name

3rd Tier -A subset of the chapter, division, program or club named in the 2nd tierChapter Logos


The logos for ABC chapters consist of the 1st tier and 2nd tier: the ABC logo plus the name of
the chapter.


Business stationery is the most visible and prominent representation of ABC.

The recommended stationery package includes 8.5" x 11" letterhead, 2" x 3.5" business card, #10
envelope and large mailing envelope/label.
The examples on the following pages are for illustrative purposes only. Do not attempt to
recreate the stationery. Printer-ready files of the ABC Stationery are available on the enclosed
CD. These digital files were created with QuarkXpress and are compatible with MAC and PC
platforms. Typefaces are not included.

The look of all ABC stationery is based on systematic use of color, typefaces, type sizes, type
positions and margins. Tag lines, slogans, promotional information and all other extraneous
information not addressed in these examples are not allowed.

Printing Specifications

Letterhead: Prints 2/0, no bleeds, 8.5" x 11" on 24# Writing, Starwhite Sirius Smooth Business
Card, one side (vertical or horizontal): Prints 2/0, no bleeds, 2" x 3.5" on 110# Cover, Starwhite
Sirius Smooth Business Card, two sides (vertical): Prints 2/2, with bleeds, 2" x 3.5"on 110#
Cover, Starwhite Sirius Smooth #10 Envelope: Prints 2/0, prints 1 color on flap, no bleeds, on
70# Text, Starwhite Sirius Smooth Large Mailing Envelope/Label: Prints 2/0, no bleeds, on 70#
Text, Starwhite Sirius Smooth



The look of ABC’s publications, accessories and awards are based on a consistent use of ABC’s
colors, type treatments, specific logo placements, margins and layout grids.

    XVII. Committees
By providing a mission statement for each committee, the incoming Chair and members
understand how their work must fit within the stated purpose(s). Without mission statements,
the work of the committee tends to transform from year to year and Chair to Chair.

Boards should define committee missions and include them in a policy manual or leadership


Budget Committee – The mission of the budget committee is to oversee the association’s
budgetary process by preparing an annual budget for consideration by the Board of Directors and
monitoring income and expenses throughout the year.

    VXIII. Diversity – Inclusivity
“In principle and in practice, association values and seeks diverse and inclusive participation
within the field of (trade/profession). Association promotes involvement and access to
leadership opportunity to all members regardless of race, ethnicity, gender, religion, age, sexual
orientation, nationality, or disability. Association will continue to provide leadership and
commit time and resources to advance this objective. Association will develop strategies and
initiatives to promote and welcome diversity within the board, staff, and membership of
association and provide tools for its members’ organizations regarding diversity. ”

    XIX. Equal Opportunity Employment
It is the policy of the ABC not to discriminate against any employee or job applicant on the basis
of age, sex, color, race, national origin, religion, disability, marital status, veteran status or any
other basis prohibited by law. No aspect of your employment with the Company will be
influenced by age, sex, color, race, national origin, religion, disability, marital status, veteran
status or any other basis prohibited by law.
All equal opportunity matters from any source shall be referred to the Company Chairman.

    XX. Sexual Harassment
Sexual harassment or any other type of harassment of any Association employee, in any form,
will not be tolerated and is absolutely forbidden.

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of
a sexual nature constitutes sexual harassment when (1) submissions to such conduct is made
either explicitly or implicitly a term or condition of an individual’s employment, (2) submission
to or rejection of such conduct by an individual is used as the basis of employment decisions
affecting such individual, or (3) such conduct has the purpose or effect of interfering with an
individual’s work performance or creating an intimidating, hostile, or offensive working

Any concerns, which you may have concerning harassment, should be promptly brought to the
attention of the President, the Chair, or any member of the Board of Directors. Complaints will

be promptly and confidentially investigated. Employees will not be subject to any retaliation for
reporting any concerns about harassment.

     XXI. Computer, Internet, E-Mail, and Telephone Systems Usage
All Computers, Internet, e-mail, telephones, voice mail and telefax machines provided by the
Company are the Company’s property, and have been provided to you for use in conjunction
with your employment at the Company. ABC may monitor these systems, and employees should
not expect their communications and/or use of these systems to be private. Employees likewise
do not have personal privacy rights in any matter created, stored, received or communicated
through these systems. The use of these systems and equipment are for the Company’s business
purposes, and they cannot be used in an offensive, discriminatory, harassing, or hostile manner.

     XXII. Travel and Entertainment
It is expected that anyone traveling on association business will live reasonable and spend
carefully. Any trip should be scheduled so the minimum mileage and travel time is used
between stops. You are reimbursed for the distance from your first scheduled appointment to the
office, less the distance from your house to the office. Receipts should be obtained for all
expenditures, which are expected to be reimbursed.

Purchasing of meals for Board Members or other chapter members is discouraged when the
appointment is soliciting new members, or when the employee is so directed by chapter officers.
All board members and chapter offices are aware of this policy.

The President may secure an American Express card for his and the chapter’s convenience. The
chapter will reimburse the President for the annual fee, and will promptly reimburse the
President for authorized expenditures made with the card. Payments of bills to American
Express are, however, the responsibility of the President.

     XXIII. President Performance Review
Ideally, President performance is measured against a strategic plan, budget and achieving the
mission of the organization. Some organizations like to have a template for performance
measurement. These questions are rates on a scale from “strongly agree” to “strongly disagree.”

Board Relations

1.   Implements the relevant goals of the Board of Directors

2.   Maintains positive liaison with the Board, Chapters, and committees

3.   Allocates resources in a manner which is understood by the Board
4.   Serves as a good representative for the Association to its members, the media, general
public and other external parties

5.   Maintains positive liaison with Legislators, the Licensing Board and other policymakers

6.   Alerts the Association to current events and future trends that may affect the profession

7.   Provides good counsel

8.   Demonstrates commitment to improving the Association

9.   The relationship between the President and the Board is collegial and one of respect

10. The President's leadership has increased the Board's trust and confidence in the Central

Association Management

1.   Is knowledgeable about association laws, rules and practices and uses this knowledge to
recommend courses of action for the Association

2.   Anticipates problems and is resourceful in dealing with them

3.   Assumes responsibility for making decisions within policy framework

4.   Makes tough decisions when needed and sees them through to completion

5.   Manages so that priority matters receive appropriate attention

6.    Has a sense of what must change and what must remain the same in order to accomplish
the organization's mission and realize its vision

7.   Monitors the organization's finances and operations in relationship to the approved budget
and makes informed financial decisions

8.   Uses good fiscal judgment in managing operations

9.   The President's leadership has improved our financial resources and accountability

10. The President's leadership has increased the Association's goodwill and the membership's
trust in the organization

Staff Relations

1.   Recruits and retains well-qualified and competent staff
2.   Makes a consistent effort to train and provide feedback to staff

3.   Helps staff work together to achieve the Association's goals and objectives

4.   Provides consistent recognition and support to staff member

5.   The President's leadership has improved the staff's performance

6.   The working relationship between staff and the Board is collegial and one of respect

Personal Characteristics

1.   Reliable and meets deadlines

2.   Expresses an ability and willingness to work with others

3.   Demonstrates ability to communicate effectively, both orally and in writing

4.   Deals effectively with pressure situations

5.   Models effective behaviors and skills

6.   Responds appropriately to advice and constructive criticism

7.   Has the necessary knowledge and skills to be an effective President

8.   Has the necessary personal characteristics to be an effective President

General Observations

1) What have been the major achievements/shortcomings of the President over the past 12
months? (Provide specific examples if available)

2) Did the President live up to the written or expressed goals and objectives developed by the
Association? Explain.

3)   Did the President live up to your expectations? Explain.

4)   Has the Association benefited from the leadership of this President? Explain

5)   If you could give 2 pieces of advice to this employee, what would it be?


To top