CAE Study Guide 2015 E-Book
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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Serie: The ASAE Series
- Sprache: Englisch
The ASAE CAE preparation guide featuring 100 exam questions
This is the ASAE test prep resource for the CAE exam, which leads to certification as an association executive. The ASAE CAE Study Guide (2015): Preparation Reference for the Certified Association Executive Exam + Practice Test Bank is the only book with a practice exam based on actual questions released from the official CAE item bank. This edition reflects newly updated and revised job analysis study findings from the American Society of Association Executives (ASAE). In this book, you’ll find everything you need to feel confident on test day, including high-level summaries of all the content covered in the CAE content outline’s nine domains.
In addition to easy-to-digest content sections, CAE Study Guide (2015) is full of indispensable resources for anyone preparing for CAE certification. The online practice exam includes 100 questions released from the official CAE exam database, and testing tips will orient you toward the most successful strategies.
- Comprehensive content summaries of all nine domains tested on the CAE exam
- Online practice exam consisting of 100 questions drawn from the CAE test item database, plus answer key
- Preparation resources including recommended reading, key definitions, self-assessment, CAE study questions, and more
- Exam day readiness tips and suggestions for creating a study plan, focusing on difficult areas, and reducing test anxiety
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 420
Veröffentlichungsjahr: 2015
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Table of Contents
Title Page
Copyright
Acknowledgments
Introduction
Using the Study Guide
Giving Yourself the Best Chance for Success
The CAE Commission
Section 1: Getting Started
Introduction
What Is Certification?
Reasons for Earning the CAE
Are You Ready to Earn the CAE?
Evaluating Where You Are Now
Section 2: Creating and Executing a Study Plan
Planning Your CAE Exam Study Path
Identifying Study Resources
Creating a Personalized Study Schedule
Participating in a Study Group
Using Your Study Time Effectively
Section 3: Studying the Domain Content
The CAE Domains—Basis and Creation
Studying the Content Domains
Domain 1: Strategic Management
Recommended Reading
Key Terms and Concepts
Domain 1 Content Review
Domain 1 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Domain 2: Governance and Structure
Recommended Reading
Key Terms and Concepts
Domain 2 Content Review
Domain 2 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Domain 3: Membership Development
Recommended Reading
Key Terms and Concepts
Domain 3 Content Review
Domain 3 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Domain 4: Programs, Products, and Services
Recommended Reading
Key Terms and Concepts
Domain 4 Content Review
Domain 4 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Domain 5: Leadership
Recommended Reading
Key Terms and Concepts
Domain 5 Content Review
Domain 5 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Domain 6: Administration
Recommended Reading
Key Terms and Concepts
Domain 6 Content Review
Domain 6 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Domain 7: Knowledge Management and Research
Recommended Reading
Key Terms and Concepts
Domain 7 Content Review
Domain 7 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Domain 8: Public Policy, Government Relations, and Coalition Building
Recommended Reading
Key Terms and Concepts
Domain 8 Content Review
Domain 8 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Domain 9: Marketing, Public Relations, and Communications
Recommended Reading
Key Terms and Concepts
Domain 9 Content Review
Domain 9 Exam Content Outline Self-Assessment
Study Questions
Section Review Considerations
Study Questions Answer Key
Section 4: Exam Day Preparation—and Beyond
Preparing for Exam Day
Taking the CAE Exam
After the Exam
Section 5: CAE Practice Exam
Introduction
CAE Abbreviated Practice Exam (Full Version Online)
Section 6: Appendix
ASAE Standards of Conduct
Practice Exam Answer Key
End User License Agreement
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Guide
Cover
Table of Contents
Introduction
Begin Reading
List of Illustrations
Exhibit 1.1
Exhibit 2.1
Exhibit 2.2
Exhibit 3.1
Exhibit 3.2
Exhibit 3.3
Exhibit 3.4
Exhibit 3.5
Exhibit 3.6
Exhibit 3.7
Exhibit 3.8
Exhibit 3.9
Exhibit 3.10
Exhibit 3.11
Exhibit 3.12
Exhibit 3.13
Exhibit 3.14
Exhibit 3.15
Exhibit 6.1
Exhibit 6.2
CAE Certified Association Executive Study Guide 2015
Preparation Reference for the Certified Association Executive Exam
Kathleen M. Edwards, CAE
Executive Editor
Cover design by Wiley.
Copyright © 2015 by ASAE. All rights reserved.
Published by Jossey-Bass
A Wiley Brand
One Montgomery Street, Suite 1000, San Francisco, CA 94104-4594—www.josseybass.com
Certain pages of this book may be customized and reproduced. The reproducible pages are designated by the appearance of the following copyright notice at the foot of each page:
CAE Study Guide 2015. Copyright © 2015 by ASAE. All rights reserved.
This notice must appear on all reproductions as printed.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.
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ISBN 978-1-118-86520-0 (pbk.); ISBN 978-1-118-86516-3 (ebk.); ISBN 978-1-118-86515-6
FIRST EDITION
Acknowledgments
ASAE would like to recognize and thank the following people and groups who contributed to the development of the CAE Study Guide.
Association Societies Alliance
, a voluntary membership organization of local, regional, and multistate; independent; and autonomous societies of association executives (SAEs), for, first, granting use of content that first appeared in the predecessor guide developed by the alliance and, second, for its liaison with ASAE staff throughout the development of the guide
CAE Commission and its staff
for support of the study guide, review of CAE program information, and permission to use questions from the CAE exam item bank
All volunteers and staff from all organizations
who contributed to all previous iterations of CAE study guides and, in particular, those whose work supported the Domain Content Review sections of this edition of the guide
Kathleen M. Edwards, CAE
, for her contributions as executive editor and for permission to publish as part of the study guide the following materials: “Planning Your CAE Exam Study Path,” which appears in section 2; “Creating and Executing a Study Plan”; “Keys to Study Success,” which appears in section 3; and “Studying the Domain Content.” These materials are used by permission of Kathleen M. Edwards, CAE, copyright 2012.
Domain Content Reviewers
Kathryn Burton, FASAE, CAE
The Burton Group, Inc.
Domain 5: Leadership
Domain 6: Administration
Deborah Chin, CAE
The ERISA Industry Committee
Domain 6: Administration
Robert Duke, CAE
Consortium for School Networking
Domain 4: Programs, Products, and Services
Matthew B. Hornberger, MBA, CAE
American Society for Healthcare Risk Management
Domain 2: Governance and Structure
Juli Jones, CAE
Hospitality Sales & Marketing
Association International
Domain 7: Knowledge Management and Research
William D. Pawlucy, IOM, MPA, MBNQA, CAE
Association Options
Domain 4: Programs, Products, and Services
Jacqualine Price Osafo, CAE
American Society for Gastrointestinal Endoscopy
Domain 3: Membership Development
Ed Rigsbee, CSP, CAE
Cigar PEG: Philanthropy through Fun
Domain 3: Membership Development
Kim Schardin, MBA, CAE
Executive Director Inc.
Domain 5: Leadership
Chris Vest, CAE
ASAE: The Center for Association Leadership
Domain 8: Public Policy, Government Relations, and Coalition Building
Betty M. Whitaker, CMP, CAE
Academy of Managed Care Pharmacy
Domain 9: Marketing, Public Relations, and Communications
Regina Wright, CAE
Independent Insurance Agents & Brokers of New York, Inc.
Domain 1: Strategic Management
Introduction
The Certified Association Executive (CAE®) program is designed to elevate professional standards, enhance individual performance, and designate individuals who demonstrate the knowledge essential to the practice of association management. Founded in 1960, the CAE program has stood as a mark of excellence for more than fifty years and has evolved to reflect the growth of and changes in the practice of association management.
This study guide is intended to help you, as a CAE candidate, prepare for the CAE examination. Whether you are a first-time candidate or have previously taken the exam, the guide offers information and advice to help you make the most of your preparation time. The study guide has six sections; be sure you set the stage for a more valuable study experience by reading through the entire guide first. Avoid the temptation to jump directly to Section 3 and start studying the content.
Section 1
Getting Started
—including methods to assess your readiness.
Section 2
Creating and Executing a Study Plan
—including essentials and resources for group and individual study.
Section 3
Studying the Content
—presenting a high-level summary of exam content by domain, including tips and resources. This is the heart of the study guide.
Section 4
Exam Day and Beyond
—offering ways to fine-tune difficult areas and tips for the big day, including getting in the right mindset, coping with pre- and post-exam anxiety, and applying what you've learned in the exam environment. This section contains important information that will help your study be more effective.
Section 5
Practice Exam
—giving you a real-life experience in taking the exam by using vetted practice questions provided by the CAE Commission.
Section 6
Appendix
—ASAE's Standards of Conduct and Core Ethical Standards and the answer key for the practice exam.
Using the Study Guide
This study guide integrates the key elements that will enable qualified candidates to study and prepare for the CAE examination. You will begin with a review of the CAE Exam Content Outline and a self-assessment, which will help you identify how well you believe you know the exam content. You're encouraged to do each of the self-assessments; however, even if you find you do not have time to do every one, do read each one and think about why a chief staff executive would need to have this knowledge.
Then you'll explore your learning preferences, how to learn effectively, and suggestions for incorporating these ideas into a self-designed study plan. Each candidate's individual path may be different; however, you'll discover generally effective study practices compiled from the experiences of many individuals who have achieved the CAE credential.
The CAE exam is designed to identify those ready to step into the role of chief staff executive (CSE) in an association of any type or size. As you work through the study guide, you may discover that the way you've done things in the past may not necessarily be the right or best way, and that there may be alternative ways to address a challenge. Your success will come from your experience, the new knowledge and understanding you acquire through your studies, and your decision-making capabilities. As you prepare, your mindset should always be that of a CSE, regardless of your current association role.
This last point cannot be emphasized enough. The self-assessments in this guide give you a scaffold for evaluating what you'll need to understand to earn the credential. You must not think in terms of how you might respond to a question in the context of your current role in your association; instead, think as the CSE, who is responsible for all areas of an association.
Avoid relying solely on this study guide during your exam preparation. Successful candidates typically combine individual study with participation in a study group. Several organizations offer CAE study courses; however, a study course should be only one part of your preparation. Check with your local, state, or regional society or association network to connect with other CAE candidates. Additionally, reading case studies, participating in online discussions, and networking with a variety of association professionals can help you to better understand the nuances of different nonprofits.
Giving Yourself the Best Chance for Success
Savvy candidates begin early and align their association management continuing education courses to build their skills across all aspects of the exam content outline. Work through Section 1 of this guide to see where you stand, and then use Section 2 to schedule your study accordingly before you dive into Section 3 about studying the content. The CAE examination is not easy; plan to devote as much study time as you need to pass the exam the first time.
Knowing and understanding your personal motivation for pursuing the CAE certification can provide focus and strengthen your commitment to the process. Being aware of and committed to the timelines and your preparation goals for the exam is important to a successful outcome.
Enjoy the journey! You will learn more than you anticipate. The knowledge you gain will be valuable quickly in your association management work.
The CAE Commission
The CAE Commission, an independent certifying body, is responsible for the governance of the CAE program and all policies and standards related to the CAE credential. The program is administered by ASAE staff members, who also implement the policies. This structure allows the CAE Commission to maintain integrity concerning policy matters related to credentialing. The commission issues certificates to individuals who successfully meet its standards.
Note: The CAE Study Guide is independent of the CAE certification program. The CAE program is governed by the CAE Commission, an independent certifying body of the American Society of Association Executives. CAE is a registered trademark of the American Society of Association Executives and the CAE Commission. CAE commissioners and CAE program volunteers are not involved in the development of any preparatory resource, and no preparatory resource is endorsed by the CAE Commission nor is a prerequisite to earn the CAE. The CAE Commission and CAE staff are solely responsible for the policies and administration of the CAE program.
For Assistance and More Information
Log on
to
www.whatiscae.org
for complete program information, including the
CAE Candidate Handbook
, which includes information about the entire CAE process and additional sample questions.
Call
the CAE staff at 202-626-2759.
the CAE staff at
CAE Community Outreach Committee
The CAE Community Outreach Committee (CCOC) (formerly the CAE Action Team) works to empower Certified Association Executives (CAEs) to act as ambassadors to promote and increase awareness about the CAE credential, and to help CAEs connect and engage with the CAE community. The group also supports the efforts of prospective CAEs through mentoring, informal education programs, and networking.
For more information or to contact the CCOC, ASAE members can visit the committee's page in Collaborate, ASAE's online member community: www.asaecenter.org/CAECommunityOutreach
CAE Candidate Group
ASAE members who are CAE candidates can connect with other CAE candidates and CAEs via the CAE Candidate group page on the Collaborate website. Candidates use this group to discuss exam study tactics, connect with other candidates to form study groups, and engage in other methods of support in preparing for the CAE exam.
To join the group, please use your ASAE member username and password to log in to www.asaecenter.org/collaborate. Click on the Communities header on the main page navigation and then click on View Communities. Finally, in the search box, type “CAE Candidate.”
Recurring programs of note in the CAE Candidate group:
CAE Virtual Cram Chats. Typically held during the week of the CAE exam, these virtual online chats allow candidates to ask CAEs last-minute content questions as they prepare for the exam. Archives of past chats are stored in the Library section of the CAE Candidate group page.
Discussion section. In this section, candidates can post questions or requests to other candidates and CAEs, such as questions about content, inquiries to start a study group, and so forth.
Library section. This section includes additional resources created by CAE candidates and the CAE Community Outreach Committee, such as the CAE Authoritative Literature list, which breaks down each chapter of the literature by domain to aid in targeted studying for the exam.
Section 1Getting Started
Introduction
The Certified Association Executive (CAE) designation is designed to elevate professional standards, enhance individual performance, and identify association professionals who demonstrate the knowledge essential to the practice of association management. The credential is held by a diverse group of more than 4,000 people worldwide who achieved the CAE to demonstrate their commitment to the profession of association management and to the missions of associations. Successful CAE candidates join this distinguished group in pursuing a high level of personal commitment to continuing education and professional development.
Founded in 1960, the CAE program stands as a mark of excellence and has evolved to reflect what it takes to manage an association in today's challenging climate. Reflecting ASAE's commitment to its quality and effectiveness, the CAE program was accredited by the National Commission for Certifying Agencies in 2010. The CAE is a vibrant program that continues to grow and be refined in accordance with the evolution of association management and certification professional practices.
What Is Certification?
Credentialing is the term commonly used to describe the group of programs that provide recognition that individuals, programs, or organizations have met established requirements. In associations, the most common credentialing programs are licensure, certificate programs, accreditation, and certification.
The CAE is a certification program, a voluntary process in which individuals demonstrate, by satisfying requirements and passing an assessment, that they possess an established level of knowledge in a particular field. In many cases, the CAE included, certain requirements must be met to qualify to take the exam; once certification is earned, additional requirements must be fulfilled in order to maintain it. A CAE must recertify every three years by completing a minimum level of professional development programs and, perhaps, other activities such as writing, teaching, and/or volunteer service. Visit ASAE's websites www.asaecenter.org and www.whatiscae.org to learn more about CAE certification and recertification.
Reasons for Earning the CAE
People seek the CAE certification for a variety of reasons, chief among which is a personal commitment to a career in association management. Those who seek the credential are typically motivated by the resulting opportunities to enhance their knowledge, improve their advancement opportunities, and elevate their status in their current position. And there is a certain pride in having accomplished a challenge less than 1 percent of the people working in associations have achieved.
As a CAE, you commit yourself to lifelong learning and an ongoing pursuit of knowledge in the profession. Once earned, the credential opens doors and creates connections through a range of CAE-only events and increased volunteer leadership opportunities through ASAE and local, state, and regional association professional societies. In the association community, the CAE designation is recognized as a mark of distinction. Board leaders, members, and those involved in hiring nonprofit professionals recognize the potential value and commitment the individual holding the credential brings to their organizations.
What CAEs Say About Their Reasons for Achieving the Credential
Preparing for the CAE exam will dramatically expand your knowledge of the association profession. When you receive your CAE, you really will have become a learned practitioner, and you will have earned the prestige and recognition that will come your way.
—David M. Patt, CAE, President, Association Executive Management
I applied to take the CAE exam as soon as I was eligible to do so. I thought that earning the CAE would help me build my career and open doors—which proved to be true. What I didn't realize was how much I would learn through the process of studying for the exam, and what great connections I would make to other CAE candidates. I'm still grateful for both of those things.
—Lisa Junker, CAE, Director, Publications and Communications, Entomological Society of America
Obtaining my CAE was the best decision I could have made for my career in association management. The entire process was a tremendous learning opportunity. I was able to learn from current professionals who shared their domain knowledge and expertise. I participated in a study group that allowed me to have discussions with peers going through the same process. Since obtaining my CAE I've seen opportunities open up, and others within and outside of my organization look to me as a resource within the community.
—Trevor S. Mitchell, CAE, Executive Director Membership & Technology, ARMA International
I was determined to earn my CAE because it distinguishes me as someone dedicated to lifelong learning with a commitment to following best practices inside my association. ASAE does a tremendous job of preparing CAE candidates through immersion courses and numerous other resources that help association executives run better, stronger organizations.
—Maria E. Brennan, CAE, President & CEO, Women in Cable Telecommunications
One of the benefits of attaining and maintaining my CAE is that I am a more prepared, well-rounded association professional with a real appreciation for areas outside my area of technical expertise. It has made me better prepared to take on my next role as an association executive.
—Mike Chamberlain, MBA, CAE, Executive Director, National Association of Parliamentarians
I always believed in doing the things necessary to be at the top of my profession. Attaining the CAE was an important piece of being a successful association executive. Through the study process and earning the certification, the people you meet and the information you pick up really add to your library of experiences and become part of your knowledge base.
—Barry S. Pilson, CAE, Director of Marketing & Membership, TESOL International Association
Earning the CAE denotes a level of competency and understanding that goes well beyond nonprofit principles, policies, and procedures. Preparing for the CAE examination provided me with both the incentive and means necessary to bring together the vast knowledge that I knew existed in the area of association management but to which I might not otherwise have been exposed.
Having the CAE allows me to be more successful in my day-to-day work and also allows me, through my volunteer leadership experiences, the opportunity to add to the body of knowledge and raise the level of professionalism in the association management sector.
—Debra N. McGuire, MBA, IOM, CAE, Chief Executive Officer, Michigan Townships Association; 2012–13 Chair, CAE Commission
Are You Ready to Earn the CAE?
If you've decided to make association management your career, it makes sense to pursue the field's highest professional credential. However, before you begin it is important to ensure that you meet the qualifications.
Basic Qualifications
To be eligible to take the CAE exam, you must
Be employed (currently or within the past five years) in a qualifying nonprofit organization or association management company.
Have sufficient qualifying association management experience (three years as a CEO or five years as an employee at a qualifying organization).
Have a bachelor's degree or higher, or fulfill professional equivalency requirements. Applicants without a qualifying degree must submit eight additional years of professional work experience to qualify to take the exam. Each year of completed undergraduate studies may be substituted for two years of professional work experience.
Have completed a minimum of 100 hours of broad-based association management-related professional development activities within the five years preceding the application.
Sign an attestation to uphold ASAE's Standards of Conduct.
Disclose any felony convictions.
You will be eligible to sit for the CAE exam for one year after your application is accepted; if you're not ready by then, the application process begins again.
Your Commitment to Success
Earning the CAE credential requires making a firm commitment to dedicate the time required to achieve and maintain it. Recent successful candidates say to plan on a minimum of six to eight hours a week for study, so you must block time on your calendar well in advance. Remember the commitment is not yours alone; it may include support from employers and family.
Once you have decided to seek the CAE credential, commit to doing whatever is required to pass the exam the first time you take it. The CAE exam is designed to identify those ready to step into the executive director role of a nonprofit of any type or size. That means that if you have had a more specialized role in association management, you will need to expand your horizons to gain the general knowledge outlined in the nine domains shown on the CAE exam content outline.
To be successful in earning the CAE, commit yourself to the process. Get excited about the learning opportunities and new knowledge you will acquire. Invite a colleague to prepare for the exam with you or join a study group locally or online, where you will meet new colleagues who have made the same commitment.
Your Readiness: A Self-Assessment
Now that you have committed to seeking the CAE, your first step should be self-assessment and planning. There are a number of things you may not yet have considered that will be important as you begin to plan your exam preparation.
Your path to earning the CAE will be unique. You will need to make choices on how to prepare based on your individual motivation, professional and educational background, personal learning preferences, and available resources. The worksheet on the following pages has questions and checklists designed to help you reflect on your current strengths and plan your path to earning the CAE credential.
WORKSHEET 1
My Path to Earning the CAE®: A Personal Worksheet
My motivation
I want to earn the CAE because
I would like to hold the CAE credential by [supply date]
My background
My professional background has given me experience in the following exam content areas:
Domain 1: Strategic Management
General Management
Identity and Branding
Financial Management
Globalization
Strategic Planning and Thinking
Domain 2: Governance and Structure
Governance
Volunteer Leadership Development
Affiliate/Chapter Relations
Domain 3: Membership Development
Member Engagement
Membership Recruitment and Retention
Ethics Program
Standard-Setting Programs
Domain 4: Programs, Products, and Services
Development of Programs, Products, and Services
Fundraising, Sponsorships, and Development Programs
Meetings and Events
Certification, Accreditation, and Licensure
Affinity Programs
Professional Development Programs and Delivery Systems
Domain 5: Leadership
General Leadership
Ethics
Diversity
Interpersonal Skills and Group Facilitation
Negotiating
Domain 6: Administration
Human Resources
Technology
Legal and Risk Management
Facilities Management
Vendor/Supplier Management
Business Planning
Domain 7: Knowledge Management and Research
Knowledge Management
Research, Evaluation, and Statistics
Domain 8: Public Policy, Government Relations, and Coalition Building
Public Policy
Government Relations
Coalition Building
Domain 9: Marketing, Public Relations, and Communications
Marketing
Public Relations Programs
Publications, Media, and Messages
My professional work has given me experience in nonprofits of the following types and with the following characteristics:
Nonprofit organization type
Trade association
Individual membership organization
Other
Professional society
Philanthropic organization
Membership type
Companies/institutions only
Combination—both individuals/professionals and companies
Individuals/professionals only
Donors
Membership scope
Local
State
National
International
Membership size
Limited number of members
Thousands of members
Several hundred members
Staff size
Less than 10 employees
50 or more employees
10–49 employees
I have formally studied the following areas of the exam content:
Domain 1: Strategic Management
Domain 2: Governance and Structure
Domain 3: Membership Development
Domain 4: Programs, Products, and Services
Domain 5: Leadership
Domain 6: Administration
Domain 7: Knowledge Management and Research
Domain 8: Public Policy, Government Relations, and Coalition Building
Domain 9: Marketing, Public Relations, and Communications
Personal learning preferences
My preferred methods of learning are
In general, I would characterize my ability and comfort with test taking as
Resources I plan to use to assist my preparation
I plan to ask the following people for help as I prepare for the CAE:
I plan to use the following resources to prepare myself to earn the CAE:
CAE Study Guide 2015.
Copyright © 2015 by ASAE. All rights reserved.
Evaluating Where You Are Now
One of the most important considerations in preparing for the CAE exam is realistically evaluating your level of preparedness. By doing so you can better map out your study plan and devote sufficient time to areas in which you need to build your knowledge. The sooner you begin, the better you will be able to align your study plan and your association management continuing education programs to build your skills across all areas of the exam content outline.
In fact, the exam content outline is a good place to begin! At the end of this section, using the outline and rating form in Exhibit 1.1, you will candidly rate your level of knowledge on each task listed, according to the four categories shown below.
Basic knowledge
: I know and can easily use key terms and concepts associated with this task.
Intermediate knowledge
: I have had limited professional experience with this task. (That is, if you have only on-the-job experience in a function, you may be operating with commonly held misconceptions. Through reading and/or formal learning and synthesizing this new information, you will likely become more aware of effective practices and be able to start applying them.)
Advanced knowledge
: I have studied academically and/or have extensive professional experience in the specialty area.
CAE knowledge
: I understand the basics, the possibilities, and how to apply strategy to this task in this domain; I know when to use my knowledge; and I know how to gather and deploy the resources to make strategy happen.
Be careful about making overly generous assumptions about your experience. It's far better to initially underestimate your expertise and then discover, as you study, that you know more.
Once you have determined what you need to learn more about, you can develop a study plan to strengthen those areas. Remember that the CAE exam is designed to assess your readiness to step into the executive director role in any type or size of nonprofit association. Seek out a variety of ways to build your perspective, such as taking courses, reading, participating in discussions, and mentoring. Using a variety of study resources can help you better understand the nuances of different nonprofits.
Other Considerations
Of course, preparing for the exam is more than ensuring you know the outline content. Unless you're a recent graduate or regularly take courses requiring work outside formal learning sessions, it's likely you haven't had to engage in concentrated study for some time. Your study skills may need a polish!
Studying for the exam typically takes from as little as two months to as much as four months or more; it quickly becomes as much about your ability to set priorities and maintain the right (for you) work-life balance as your aptitude for learning. So consider how you will balance exam study with other things in your work and personal life.
Earning the CAE requires that you also know how to apply your content knowledge as the chief staff executive of an association. It cannot be overemphasized that to earn the CAE, you must adopt the perspective of a chief staff executive. You'll want to do more than simply read the authoritative literature. Studying for the exam also involves a significant amount of reflection and considering how to apply what you have read or learned in other ways. The more diverse your study sources, the greater the chance you'll have to succeed. This guide contains content review, study questions, discussion questions, and scenarios throughout Section 3, organized by the CAE content domains. Work through these on your own and engage in discussions with other CAE candidates as well as current CAEs and/or other mentors.
The best advice from those who've been where you are now is simply this: get started! And a good way to get started is to assess what you know, using the exam content outline as a guide.
The Exam Content Outline and Self-Assessment
Periodic changes to ensure currency and relevance are a hallmark of a well-designed credentialing program. Therefore the Certified Association Executive (CAE) credentialing program undertakes a job analysis study every five years, as well as an ongoing review of policies and procedures.
The composition of the CAE exam is guided by this extensive research on the job tasks performed and knowledge needed by association executives. During the 2013 to 2014 period, the CAE Commission oversaw a methodical and comprehensive investigation into the skills required for successful association management. This research resulted in the identification of 159 essential association management competencies, which were organized into nine knowledge domains. They appear in outline form in Exhibit 1.1 and represent the content covered on the CAE exam. (The percentage of the test devoted to each domain is indicated in parentheses after the domain name.)
Using Exhibit 1.1 and the levels of knowledge that were listed earlier, rate your perception of your level of knowledge in each area. In Section 2, you will use the result of your self-assessment as the basis for developing your study plan.
Exhibit 1.1: Exam Content Outline and Self-Assessment
Domain 1: Strategic Management(16%–18%)
Basic
Intermediate
Advanced
CAE
A. General Management
1. Define the association's core competencies and align operations and activities to capitalize on these competencies.
2. Identify and implement strategic partnerships with other entities to position the association to most effectively accomplish its mission.
3. Identify and interpret performance metrics to guide progression towards organization's goals.
4. Institute volunteer and staff leadership succession plans to facilitate cross-training and position the association for continuity of operations.
5. Develop systems to facilitate adaptability and promote innovation.
6. Establish benchmarks for continuous quality improvement of operations.
7. Create a strategy for human capital management to position the association to fulfill the goals and mission of the organization.
8. Analyze stakeholder feedback to ensure that programs, products, and services are consistent with evolving member needs.
B. Identity and Branding
1. Establish brand standards to define the features, benefits, and value of the organization to stakeholders and other audiences.
2. Direct the integration of the organization's brand in all programs, services, and activities to reinforce the organization's value.
3. Review and assess the organization's brand effectiveness.
4. Establish a coherent identity for the organization and its members to distinguish the organization's value.
C. Financial Management
1. Develop, recommend, and oversee organizational financial and business planning to achieve strategic objectives.
2. Identify and establish user-friendly systems, metrics, and tools to monitor and manage financial performance.
3. Provide clear, transparent, and accurate financial reporting to board, staff, members, and the public to reflect the financial health of the organization.
4. Recommend, implement, and manage revenue, investment, and reserve policies to enhance and protect the financial security and viability of the organization.
5. Develop a policy of independent periodic review and audit of the organization's finances to identify weaknesses and capitalize on strengths to respond to the management letter.
6. Communicate the financial status of the organization to members and volunteers to support the decision-making process.
7. Recognize and respond to the impact of economic and other external factors to effectively guide financial planning, investment policies, and financial performance.
8. Develop business plans and financial modeling to evaluate return on investment (ROI).
D. Globalization
1. Analyze, interpret, and communicate the impact of global trends (social, cultural, technological, and economic) on the organization and its key stakeholders to advance the organization and anticipate future needs.
2. Assess the implications of globalization on the organization's stakeholders, programs, and services to identify whether and how business should be expanded globally.
3. Ensure the organization's mission remains relevant in the global marketplace to maintain a competitive advantage.
4. Define opportunities to gain global perspectives from stakeholders in order to further organizational goals.
E. Strategic Planning and Thinking
1. Establish and implement a strategic planning process, including regular plan updates, to advance the organization's vision and mission.
2. Assist the board in setting short- and long-term organizational goals and objectives for a strategic planning process.
3. Examine the external data and internal performance metrics to evaluate the effectiveness of the strategic plan and revise plan as necessary.
4. Work with the board to establish the vision and mission of the organization to ensure sustainability of the organization.
5. Identify resources (human and capital) necessary to address current and future needs as identified in the strategic plan.
6. Act upon changes in the external environment on the strategic planning process and reevaluate accordingly.
Domain 2: Governance and Structure (10%–12%)
A. Governance
1. Conduct ongoing review of governance documents to ensure they support the organization's strategic direction and that the organization is in compliance.
2. Serve as liaison with the board and Executive Committee to implement the board's policy and vision.
3. Support and maintain an effective, representative governance system to guide the organization in accomplishing its mission, and recommend changes as needed.
4. Communicate and manage the unique roles and responsibilities to the board and staff to ensure an appropriate balance of power and the alignment of duties with the organization's vision.
B. Volunteer Leadership Development
1. Establish and maintain a volunteer recruitment, training, recognition, and accountability system to attract and retain active and effective involvement of membership.
2. Educate and orient board members, volunteers, and staff regarding their responsibilities to maximize the capacity of the organization.
3. Work with the board to develop a volunteer leadership succession plan that facilitates the transition process.
C. Affiliate/Chapter Relations
1. Analyze the need for new affiliates/chapters to better serve member needs.
2. Establish policies, procedures, and resources to support affiliate/chapter relationships.
3. Develop strategies for building and maintaining strong affiliate/chapter relationships.
4. Develop and implement affiliation agreements to delineate lines of authority and responsibility for the affiliate/chapter.
Domain 3: Membership Development (7%–9%)
A. Member Engagement
1. Identify the needs and views of current and potential members to create and prioritize effective strategies for member engagement.
2. Identify opportunities for members to contribute to the advancement of organizational programs and goals.
B. Membership Recruitment and Retention
1. Define the parameters of membership and assess future opportunities to ensure organizational relevance.
2. Determine the membership business model and member value proposition for the organization to ensure alignment with the mission and strategic goals.
3. Define goals and key performance indicators for membership recruitment and retention.
4. Monitor member recruitment and retention programs and services to ensure their relevance.
C. Ethics Program
1. Define the ethical standards of professional conduct that align with the vision and mission of the organization.
2. Raise awareness of the ethical standards to foster a community that encourages members to identify and adhere to the ethical standards of professional conduct.
3. Establish and manage a discipline program to address violations of the ethical standards of professional conduct.
4. Review professional and industry practices to determine how to maintain the relevance of the ethical standards of professional conduct.
D. Standard-Setting Program
1. Identify the need for standards to promote the profession or industry and assure the public of quality products/services in keeping with the organizational vision and mission.
2. Align standard-setting programs with the organizational strategic plan and values.
3. Establish and implement transparent and objective standard-setting programs to protect public welfare and safety.
4. Ensure that the standard-setting process protects the organization and minimizes liability and risks.
Domain 4: Programs, Products, and Services (9%–11%)
A. Development of Programs, Products, and Services
1. Identify and determine the best methods for responding to the needs and interests of stakeholders to develop relevant programs, products, and services that align with the organization's strategic goals and values.
2. Direct and evaluate needs assessments and market research to evaluate the feasibility of introducing, modifying, or discontinuing programs, products, and services.
3. Review metrics to evaluate programs, products, and services and make recommendations to maintain, improve, or discontinue.
4. Develop comprehensive implementation plans to ensure that programs, products, and services are fiscally responsible.
B. Fundraising, Sponsorships, and Development Programs
1. Utilize qualitative and quantitative data to identify appropriate revenue-generating vehicles for accomplishing organization goals.
2. Develop and execute a fundraising plan to improve the effectiveness of fundraising efforts.
3. Evaluate the effectiveness of revenue-generating initiatives associated with giving to inform decisions for future programs.
4. Establish a development framework, such as foundations, endowments, and annual giving, to align with and advance the organization's mission.
C. Meetings and Events
1. Define success and value for your meetings and events to achieve overall organizational goals.
2. Prioritize the use of organizational resources to achieve successful meetings and events.
3. Evaluate outcomes relative to objectives to improve future meetings and events.
4. Determine stakeholder needs (education, information, and networking) and define program objectives to ensure the success of meetings and events.
D. Certification, Accreditation, and Licensure
1. Develop and direct credentialing programs that define and promote best practices for stakeholders.
2. Investigate and evaluate relevant standards and legal implications and liabilities associated with credentialing programs to identify strategies for minimizing risk.
3. Ensure that credentialing programs meet technical standards to maintain validity and reliability.
4. Assess the need for and relevance of credentialing programs to elevate performance and quality.
E. Affinity Programs
1. Develop processes to maintain professional integrity in the decision-making process regarding affinity programs.
2. Determine policies and make decisions regarding the selection and review of affinity programs that are consistent with the organization's vision and mission.
3. Develop and evaluate affinity programs to maximize effectiveness.
F. Professional Development Programs and Delivery Systems
1. Assess the needs and interests of stakeholders to develop relevant professional development programs, products, and services.
2. Evaluate and plan the use of multiple methods and delivery systems to appropriately address stakeholder needs.
3. Ensure the review of existing and potential professional development activities that incorporate the conditions necessary for successful adult learning.
Domain 5: Leadership (16%–18%)
A. General Leadership
1. Make decisions based on information from a variety of sources/inputs, as appropriate to the situation.
2. Establish collaborative leadership with internal and external stakeholders to achieve mutually beneficial outcomes.
3. Define an organizational culture that is sensitive and responsive to the needs, interests, and values of all stakeholders.
4. Guide board members and volunteer leadership to assist them in fully executing their responsibilities.
5. Demonstrate strategic leadership and calculated risk taking to achieve the long-term goals of the organization.
6. Establish strong, open working relationships with volunteer and staff leaders.
7. Establish and model the core values to provide a framework for effectively leading the organization.
B. Ethics
1. Comply with the American Society of Association Executive's Standards of Conduct to model ethical behavior.
2. Explain and exhibit the organization's standards of ethical conduct to maintain the highest degree of integrity and ethical behavior.
3. Establish and implement conflict of interest and sexual harassment policies for board and staff to ensure transparency.
4. Maintain the highest degree of personal integrity in order to demonstrate exemplary conduct.
C. Diversity
1. Ensure and align communications, programs, products, and services to reflect diversity while achieving the goals of the organization.
2. Promote and model an understanding and respect for diversity and its impact on daily work.
3. Create a climate of inclusiveness in order to ensure the sustainability and viability of the organization.
4. Create policies in support of diversity and inclusiveness to convey the organization's commitment.
5. Proactively address the impact of changing demographic and cultural trends.
D. Interpersonal Skills and Group Facilitation
1. Advance staff's professional and personal development through coaching, mentoring, career counseling, and leadership development in order to build a stronger organization.
2. Coach and mentor volunteer leaders and association staff to develop their interpersonal skills in order to increase their effectiveness.
3. Facilitate individual participation and ownership in group decision making and consensus building to increase board and staff effectiveness.
4. Devise board activities and processes to determine the objectives that advance the organization's mission and vision.
5. Facilitate an environment conducive to building and maintaining effective working relationships with staff and stakeholders.
E. Negotiating
1. Exercise effective and ethical negotiation skills to resolve conflicts and achieve consensus among parties.
2. Utilize conflict resolution skills to productively resolve differences among parties.
Domain 6: Administration (15%–17%)
A. Human Resources
1. Establish and maintain a values-driven work environment that fosters staff teamwork, communication, efficiency, and effectiveness to retain qualified staff and assure organizational effectiveness.
2. Ensure clear delineation of job functions, organizational responsibilities, and chain of command within the office through documented policies and procedures that promote organizational efficiency.
3. Identify and comply with legal recruiting and hiring practices to mitigate exposure to risk and attract highly qualified staff.
4. Develop a formal performance review process to maximize employees' growth and development.
5. Structure and develop disciplinary and termination policies and procedures to ensure fair and equitable treatment of staff and mitigate exposure to risk.
6. Develop, implement, and manage strategies (e.g., benchmarking, benefits packages) to attract and retain qualified staff.
7. Enforce compliance with applicable employment laws to mitigate exposure to risk.
8. Establish core competencies for essential functional areas in order to achieve the organization's goals.
B. Technology
1. Maintain awareness of state-of-the-art technology to recommend, select, and integrate technology solutions.
2. Establish policies and procedures to ensure secure systems, data integrity, and prevent unauthorized access.
3. Act as a strategic partner with other departments to better support all functions of the organization.
C. Legal and Risk Management
1. Manage the organization to comply with relevant laws and regulations.
2. Mitigate risk exposure to protect and advance the organization.
3. Monitor the organization's legal and tax status (e.g., not-for-profit organization, antitrust) to maintain compliance.
4. Protect the organization's reputation and assets (e.g., intellectual property, HR practices, contracts, insurance coverage).
D. Facilities Management
1. Evaluate and align facilities and equipment to meet organizational objectives and ensure fiscal responsibility.
2. Adopt policies and procedures to ensure the work environment is compliant with applicable laws and regulations to create a productive, safe, and accessible workplace.
3. Ensure an organization-wide crisis management program is in place to protect and secure human, technological, and physical assets.
E. Vendor/Supplier Management
1. Develop strategies and plans to foster mutually beneficial vendor/supplier relationships to meet organizational goals.
2. Establish and implement transparent and objective procedures for contracts including development, review, conflict of interest, and confidentiality policies to ensure that the organization's interests and assets are protected.
3. Establish and implement objective procedures for requests for proposals (RFPs), taking into account performance evaluation criteria, vendor bias, and conflict of interest to ensure selection of appropriate proposals.
4. Identify opportunities and evaluation criteria for partnerships and outsourcing to maximize operational efficiencies.
F. Business Planning
1. Prepare business plans that align the organization's resources, activities, and operations to support the strategic goals of the organization.
2. Define criteria for measurable outcomes to accomplish the goals of the business plan.
3. Assure the provision of accurate and timely financial and other information to support effective decision making.
4. Develop a business continuity plan to ensure continuation of the organization's operations in the event of a disaster.
5. Identify objectives, strategies, and tactics to achieve business goals.
