Members Bill of Rights

I. Members have the right to expect the funds they contribute in dues will be used prudently.  What programs are funded at which level is a decision for the democratic governance of NARI.  All members should expect due diligence will be done with vendors and programs by the staff and that the board will exercise it’s fiscal oversight responsibilities.                                                          

II. Members have the right to participate in governance.  NARI is run democratically, allowing members to vote, to seek leadership positions in accordance with by-laws.   

III. Members have the right to be heard. NARI has mechanisms in place where members’ views may be communicated to the leadership and staff and given a serious hearing.  They should have a voice in their association and find the staff and leadership respond to their input.

IV. Members have the right to lawful leadership. They should expect-and demand-that both elected leaders and staff will obey relevant state and federal laws and comply with the bylaws and other governing documents to the best of their ability.

V. Members have the right to leaders who put NARI first.  Nothing is more destructive than a staff executive, a chief elected officer or board member who comes to the position with self-aggrandizing or self-enlightenment as the primary motive.  Leadership is to serve others.

VI. Members have the right to respect. NARI is the membership.  It has no life separate from its members.  It is their commitment that makes the good work possible.

VII. Members have the right to have NARI work for their interests.NARI is organized to advance the interests of the trade, collectively. There will always be disagreements as to what is in the best interests of the membership.  Competing ideas and priorities will be decided by NARI’s governance process.  But the membership’s best interests certainly include having a strong and healthy association, which prospers through the years, and which is stronger and better in the future than it is today. To get that strong association, leaders may need to delay instant gratification in favor of building strong reserves, a talented staff to serve the membership for many years, and solid programs that support the general interests of the membership over the long haul.

Excerpt from Robert A. Hall, CAE

American Academy of Cosmetic Dentistry

WSAE Newsletter, December 2005

USED WITH PERMISSION.