A M eR iC A n C oLLeG e
oF
S U RG eon S
Chapter
Guidebook
Division of Member Services
633 N. Saint Cl air St.
Chicago, IL 60611-3211
Toll fr ee 1-888-857-7545
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Revised January 2013
© 2 012 A M E R I C A N C O L L E G E O F S U RG E O N S
Chapter Guidebook
ta b l e o f c o n t e n t s
Table of Contents
Section A—Objectives and Limitations
Chapter Objectives—Roles and Responsibilities of Chapters...........................................................................A-1
Limitations of Chapters.................................................................................................................................A-2
Appendix 1: ACS Chapter Locations.............................................................................................................. A-3
Appendix 2: American College of Surgeons Fellowship by Chapter............................................................... A-4
Section B—Management and Administration
Strategic Planning......................................................................................................................................... B-1
Dues Statements...........................................................................................................................................B-3
Membership Records....................................................................................................................................B-4
Mailing Labels...............................................................................................................................................B-4
Membership Recruitment and Retention.......................................................................................................B-4
Newsletters..................................................................................................................................................B-6
Chapter Websites..........................................................................................................................................B-8
Chapter Annual Meeting Report................................................................................................................. B-10
ACS Division of Member Services................................................................................................................ B-10
Appendix 1: Annual Meeting Report Form................................................................................................. B-12
Section C— Bookkeeping, Budgets, and Financial Controls
Overview...................................................................................................................................................... C-1
Planning a Budget......................................................................................................................................... C-1
Preparing a Budget....................................................................................................................................... C-1
Budgeting for Reserves................................................................................................................................. C-2
Finance and Controls.................................................................................................................................... C-2
Key Internal Controls Objectives.................................................................................................................... C-2
Finance Controls: Roles and Responsibilities for Chapter Leaders.................................................................... C-3
Segregation of Duties...................................................................................................................................C-4
General Key Process Control Questions..........................................................................................................C-4
Financial Statements.....................................................................................................................................C-4
Accounts Payable.......................................................................................................................................... C-5
Accounts Receivables....................................................................................................................................C-6
Investments and Debt................................................................................................................................... C-7
Federal and State Tax Guidelines................................................................................................................... C-7
1099 Guidelines............................................................................................................................................C-9
Records Retention.........................................................................................................................................C-9
Appendix 1: Sample Budget Worksheet ...................................................................................................... C-11
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Section D—Officers and Council
President......................................................................................................................................................D-1
Secretary..................................................................................................................................................... D-2
Secretary-Treasurer ...................................................................................................................................... D-3
Treasurer...................................................................................................................................................... D-3
Chapter Administrator/Executive Secretary................................................................................................... D-3
President-Elect or Vice-President................................................................................................................. D-3
Council........................................................................................................................................................ D-3
Multiple-Chapter Coordinating Councils....................................................................................................... D-5
Appendix 1: Procedures for Nominating Governors....................................................................................... D-6
Appendix 2: The Commission on Cancer State Chair’s Relationship to the ACS State Chapter........................ D-9
Appendix 3: Committee on Trauma: Responsibilities of State Chairs of State/Provincial Committees.............D-11
Section E—Chapter Bylaws
Article I: Name and Purpose.......................................................................................................................... E-1
Article II: Members....................................................................................................................................... E-2
Article III: Meetings of Members................................................................................................................... E-3
Article IV: Council.........................................................................................................................................E-4
Article V: Officers.......................................................................................................................................... E-5
Article VI: Duties of Officers..........................................................................................................................E-6
Article VII: Committees................................................................................................................................. E-7
Article VIII: Fiscal Year................................................................................................................................... E-7
Article IX: Dues ............................................................................................................................................ E-7
Article X: Rules of Procedure.........................................................................................................................E-8
Article XI: American College of Surgeons......................................................................................................E-8
Article XII: Indemnification............................................................................................................................E-8
Article XIII: Amendments..............................................................................................................................E-8
Section F—Committees
Program Committee..................................................................................................................................... F-1
Membership Committee............................................................................................................................... F-1
Nominating Committee................................................................................................................................ F-2
Auditing Committee..................................................................................................................................... F-2
Advocacy and Health Policy Committee........................................................................................................ F-2
Committee on Young Surgeons..................................................................................................................... F-2
Other Committees ....................................................................................................................................... F-3
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Section G—American College of Surgeons Organization
Mission Statement....................................................................................................................................... G-1
Governance................................................................................................................................................. G-1
Board of Regents......................................................................................................................................... G-1
Board of Governors...................................................................................................................................... G-1
Nominating Committees.............................................................................................................................. G-3
Specialty Advisory Councils.......................................................................................................................... G-4
Committees on Applicants........................................................................................................................... G-4
Chapters...................................................................................................................................................... G-4
College Divisions and Support Services......................................................................................................... G-4
Appendix 1: The American College of Surgeons—Organization Chart........................................................... G-7
Appendix 2: The American College of Surgeons Strategic Plan for 2001 and Beyond..................................... G-8
Mission.............................................................................................................................................. G-8
Vision................................................................................................................................................ G-8
Areas of Primary Focus....................................................................................................................... G-8
Goals and Objectives......................................................................................................................... G-8
Planning ........................................................................................................................................... G-9
Structure and Support....................................................................................................................... G-9
Programs and Strategies .................................................................................................................... G-9
Appendix 3: Committees of the American College of Surgeons...................................................................G-10
Allied Health Professionals Committee...............................................................................................G-10
Resident and Associate Society......................................................................................................... G-10
Commission on Cancer.....................................................................................................................G-10
ACS Foundation................................................................................................................................G-10
Committee on Diversity Issues...........................................................................................................G-10
Committee on Education..................................................................................................................G-11
Committee on Continuous Professional Development........................................................................G-11
Committee on Medical Student Education.........................................................................................G-11
Committee on Resident Education.....................................................................................................G-11
Committee on Emerging Surgical Technology and Education.............................................................G-11
Committee on Ethics.........................................................................................................................G-11
Committee for the Forum on Fundamental Surgical Problems............................................................G-11
General Surgery Coding and Reimbursement Committee...................................................................G-11
Health Policy Steering Committee......................................................................................................G-11
Committee on Informatics.................................................................................................................G-12
International Relations Committee.....................................................................................................G-12
Committee on Patient Safety and Professional Liability......................................................................G-12
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Committee on Perioperative Care......................................................................................................G-12
Scholarships Committee...................................................................................................................G-12
Surgical Research Committee ...........................................................................................................G-12
Scholarships Committee...................................................................................................................G-12
Surgical Research Committee............................................................................................................G-12
Committee on Trauma......................................................................................................................G-12
Committee on Video-Based Education..............................................................................................G-12
Committee on Women’s Issues.........................................................................................................G-13
Committee on Young Surgeons........................................................................................................G-13
Appendix 4: Statements from the American College of Surgeons.................................................................G-14
Section H—Continuing Medical Education
Chapter Activity............................................................................................................................................H-1
Chapters Online Speakers Bureau..................................................................................................................H-1
Planning the Program...................................................................................................................................H-1
Developing a Budget.................................................................................................................................... H-2
Producing the CME Brochure....................................................................................................................... H-2
Evaluating the CME Program........................................................................................................................ H-3
Providing Certificates of Attendance............................................................................................................. H-3
Selecting a Site for Your CME Program......................................................................................................... H-3
Arranging for Food and Beverage Functions................................................................................................. H-4
Audiovisual Equipment................................................................................................................................ H-5
FDA Regulations Affecting Chapter Meetings............................................................................................... H-5
Appendix 1: Procedures for Chapters’ Continuing Medical Education Programs............................................ H-6
Accreditation and CME Credit Statements.................................................................................................... H-6
Managing Conflicts of Interest..................................................................................................................... H-7
Chapter CME Checklist................................................................................................................................. H-8
CME Activity Information Sheet................................................................................................................... H-9
Disclosure Process for Chapter CME Planners...............................................................................................H-10
Disclosure of Financial Relationships for CME Planners................................................................................. H-11
Disclosure Process for Speakers and Moderators at Chapter Education Activities .........................................H-12
Speaker and Moderator Disclosure of Relevant Financial Relationships.........................................................H-13
Management of Conflict of Interest.............................................................................................................H-14
Frequently Asked Questions: Disclosure & Commercial Support...................................................................H-15
Educational Grants and Commercial Support Agreements...........................................................................H-17
Guidelines for Collaboration of Industry and Surgical Organizations
in Support of Research and Continuing Education.......................................................................................H-18
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Letter of Agreement for Commercial Support..............................................................................................H-20
On-site Requirements................................................................................................................................. H-22
Sample CME Certificate................................................................... ................................................................. H-23
Sample Evaluation Forms..................................................................................................................................... H-24
Post Activity Requirements..........................................................................................................................H-27
CME Attendance Record.............................................................................................................................H-29
Appendix 2: Speakers Bureau—Commission on Cancer.............................................................................. H-30
Section I—Advocacy and Coalitions
Legislative Advocacy...................................................................................................................................... I-1
Advocacy Resources and Activities................................................................................................................. I-1
National Specialty Resources .........................................................................................................................I-3
Liaison with Medicare Carrier Advisory Committees .......................................................................................I-3
Liaison with Other State Organizations...........................................................................................................I-4
ACS Professional Association..........................................................................................................................I-4
Appendix 1: State Medical Societies ..............................................................................................................I-5
Section J—Legal Concerns for Chapters
Organizational Planning................................................................................................................................ J-1
Advantages of Incorporating..........................................................................................................................J-1
Lobbying, Political Action, and Political Contributions.....................................................................................J-2
501(c)(3) Chapters..........................................................................................................................................J-3
501(c)(6) Chapters..........................................................................................................................................J-3
Political Contributions by Individual Chapter Members................................................................................... J-4
Other Laws Applicable to Chapters............................................................................................................... J-4
Appendix 1: Articles of Incorporation.............................................................................................................J-5
Suggested Sections for Articles of Incorporation for 501(c)(3) Organizations........................................J-5
Suggested Sections for Articles of Incorporation for 501(c)(6) Organizations....................................... J-6
Appendix 2: Guidelines for Protecting the Tax-Free Status
of Corporate Sponsorship Income and Exhibitor Fees.....................................................................................J-7
Exhibit Fees.........................................................................................................................................J-7
Corporate Sponsorship....................................................................................................................... J-8
Section K—ACS Membership Requirements
Fellows–Domestic........................................................................................................................................ K-1
Fellows–International................................................................................................................................... K-2
Associate Fellows.......................................................................................................................................... K-3
Residents...................................................................................................................................................... K-3
Medical Students.......................................................................................................................................... K-3
Affiliates....................................................................................................................................................... K-3
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Chapter Guidebook
O b j e c t i v e s a n d L i m i tat i o n s
S e c t i o n A -1
Objectives and Limitations
Chapter Objectives—Roles and
Responsibilities of Chapters
1. Chapters should promote close fellowship among
members in order to unite their efforts to improve
the quality of care for the surgical patient by
elevating the standards of surgical education and
practice.
2. Chapters should provide a medium through
which surgical experiences may be presented and
discussed. Such discussions also should include
other aspects of surgery, such as continuing
education, granting of surgical privileges, review
of ethical practices, and all other factors that
influence the quality of surgical care at the
community level.
3. Chapters should serve as a meeting ground for
all surgical specialties for discussing common
problems, shared surgical interests, and ways to
complement one another’s efforts to improve the
quality of surgery.
4. Chapters should provide a forum for young
surgeons who may not have attained membership
in other surgical organizations. In both formal and
informal settings, senior surgeons may influence
their younger colleagues, not only in matters of
patient care, but also in concerns of surgical ethics.
5. Chapters may provide economic support for
College programs, such as its various endowment
funds, including the General Endowment Fund
and the Scholarship Endowment Fund.
6. Chapters are encouraged to offer their collective
and individual members’ assistance to other
professional and civic groups concerned with the
health of the community.
7. Chapters, by virtue of their local influence and
credibility, can focus community attention
on national College programs, such as those
conducted by the Committee on Trauma and the
Commission on Cancer, as well as the College’s
activities concerning professional liability, patient
safety, education, communications and public
relations, advocacy and health policy, and other
activities that are approved by the Board of Regents
of the College.
8. Chapters should encourage Associate Fellows, Resident
Members, and Medical Students to take part in the
chapter’s scientific program and other activities that the
chapter considers appropriate.
9. Chapters in the United States, Canada, and international
countries where chapters exist, are responsible for
nominating Governors-at-Large to fill pending vacancies
or new seats on the Board of Governors. All nominations
are submitted to the Nominating Committee of Fellows
(NCF) through the College’s Division of Member
Services. The NCF is responsible for making final
nominations for election to the Board of Governors during
the annual Clinical Congress. Final nominations are voted
on by Fellows attending the Annual Meeting of Fellows at
the Congress.
In areas of the United States and Canada where no chapter
exists, Governors will be nominated by nominating
committees designated by the College. In international
countries where no chapters exist, Governors are nominated
by Fellows through a system of mail ballots that are
tabulated by the Division of Member Services.
10. Chapters are encouraged to participate in advocacy
activities at the state and federal levels. These may
include visiting members of Congress on Capitol
Hill in Washington, DC; using the online Legislative
Action Center to share your views with your members
of Congress; becoming a state advocacy representative
(StAR) for state and federal legislators who are
familiar with chapter officers and members; and
seeking out and accepting appointments to insurance
carrier and regulatory liaison committees and
commissions. To schedule a Capitol Hill visit, to
become a StAR, or for information and assistance with
state and federal legislative activities, chapters should
contact the College’s Division of Advocacy and
Health Policy at 202/337-2701, or visit the Web site
at http://www.facs.org/dept/hpa/index.html.
For more information about advocacy activities
for chapters, please see Section I.
Chapter Guidebook
O b j e c t i v e s a n d L i m i tat i o n s
S e c t i o n A -2
Limitations of Chapters
1. The charter granted to a chapter contains a specific
reference concerning representation of the College at
the local level. It states: “Neither the chapter nor its
officers, nor any member of the chapter, is authorized
to represent, or in any way bind, the American College
of Surgeons.”
2. Chapter leaders or members may receive inquiries from
surgeons who are interested in applying for Fellowship.
Chapter officers are encouraged to maintain a supply
of membership requirements and applications, or
alternatively, chapter officers can refer these inquiries
to the College’s Division of Member Services. The
College’s requirements for Fellowship, as well as those
for Associate Fellows and Resident Members, are
included in Section K.
3. The use of the official American College of Surgeons
seal is restricted without specific permission of the
College. Certainly, the seal should appear on chapters’
stationery and newsletters. Inquiries for use of the seal,
indicating the proposed use, should be directed to the
Division of Member Services.
4. A chapter’s authority is confined to its geographic area.
Through the Governor(s), chapters can suggest to the
Board of Regents changes in existing College policies
or ideas for developing new ones. Chapters may be
aware of the need for studies of problems affecting
surgical patient care or other concerns related to the
surgical community. These ideas may be forwarded to
the Board of Regents through the Governor(s), who
submit reports to the College annually. These reports
should incorporate suggestions from the chapters, as
well as any concerns of local Fellows.
5. Although chapters are encouraged to be involved with
state and federal advocacy activities, participation
in political action activities, such as campaigns and
political fund raising, should be undertaken with
advice from legal counsel. The regulations of the U.S.
Internal Revenue Service (IRS) prohibit 501(c)(3)
chapters from participating in political campaigns.
In contrast, 501(c)(6) organizations can engage in
some political activities. Nearly all of the College’s
chapters are tax-exempt organizations under either
section 501(c)(3) or 501(c)(6) of the IRS Code. For a
comprehensive discussion of IRS regulations affecting
chapter activities, see Section J.
6. If a Fellow is testifying as an individual, it is
appropriate to indicate one’s official position in the
College as a qualification as a witness. However,
Fellows should not present themselves as spokespersons
for the College unless they have been specifically
authorized by the College to do so.
7. Because of prohibitions contained in federal and state
antitrust laws, chapters should not participate, either as
a chapter or in conjunction with other organizations,
in any activity for which the ultimate objective is the
promulgation of surgical fee schedules.
O b j e c t i v e s a n d L i m i tat i o n s
Chapter Guidebook
S e c t i o n A -3
A ppendix 1: ACS Chapter Locations
Chapters in the United States

States with one chapter
States with more than one chapter
Chapter including Fellows from two states indicated
by arrow
Note: The following states have more than one
chapter: California, Florida, Illinois,
Missouri, New York, Pennsylvania, and Texas.
Together, Montana and Wyoming form a single
chapter.
Canadian
Chapters
Alberta
Manitoba
International Chapters
Argentina
Austria-Hungary
Australia & New Zealand
Belgium
Brazil
Chile
Colombia
Ecuador
Egypt
France
Germany
Greece
Hong Kong
India
Iran
Ireland
Israel
Italy
Jamaica
Japan
Lebanon
Mexico–Federal District
Mexico–Nor-Occidental
Mexico–Northeast
Pakistan
Panama
Peru
Philippines
Portugal
Saudi Arabia
South Korea
Spain
Switzerland
Thailand
Turkey
Uruguay
Venezuela
O b j e c t i v e s a n d L i m i tat i o n s
Chapter Guidebook
S e c t i o n A - 4
A ppendix 2
American College of Surgeons
Fellowship by Chapter
October 2013
Chapter
Medical
Students
Resident
601
26
96
28
2
256
1,009
C002 Chapter - Alaska
76
8
0
3
0
12
99
C070 Chapter - Alberta
77
7
109
9
0
52
254
C003 Chapter - Arizona
635
33
148
31
8
389
1,244
C004 Chapter - Arkansas
300
20
43
14
0
121
498
C005 Chapter - Northern
California
1,566
120
366
72
9
788
2,921
C007 Chapter - Southern
California
1,972
109
278
57
6
937
3,359
C006 Chapter - San Diego
448
24
53
8
0
249
782
C008 Chapter - Colorado
554
32
65
30
10
300
991
C009 Chapter - Connecticut
555
28
132
46
6
268
1,035
C065 Chapter - Metropolitan
Washington DC
894
70
209
53
11
274
1,511
C010 Chapter - Delaware
131
6
33
0
3
40
213
1,593
70
118
76
9
1,077
2,943
C013 Chapter - Jacksonville
159
10
33
0
0
40
242
C012 Chapter - South Florida
897
44
74
47
3
574
1,639
1,052
82
214
51
11
388
1,798
C015 Chapter - Hawaii
156
7
55
14
1
98
331
C016 Chapter - Idaho
133
8
1
0
0
69
211
1,183
59
281
121
17
458
2,119
C018 Chapter - Illinois
405
23
40
24
2
173
667
C019 Chapter - Indiana
740
33
87
16
8
266
1,150
C020 Chapter - Iowa
308
21
87
4
1
119
540
C021 Chapter - Kansas
340
22
53
20
3
151
589
C022 Chapter - Kentucky
521
31
100
11
4
199
866
C023 Chapter - Louisiana
625
43
150
32
3
221
1,074
C024 Chapter - Maine
202
13
27
1
2
105
350
C071 Chapter - Manitoba
35
4
81
2
1
25
148
C025 Chapter - Maryland
656
42
205
41
2
234
1,180
C026 Chapter - Massachusetts
1,118
62
396
47
5
446
2,074
C027 Chapter - Michigan
1,121
88
499
70
19
496
2,293
C011 Chapter - Florida
C014 Chapter - Georgia Society
of the American College
C017 Chapter - Metropolitan
Chicago
Affiliate
Retired
Chapter
Total
Associate
C001 Chapter - Alabama
Active
O b j e c t i v e s a n d L i m i tat i o n s
Chapter Guidebook
Chapter
Active
Associate
Resident
Medical
Students
Affiliate
S e c t i o n A - 5
Retired
Chapter
Total
C028 Chapter - Minnesota
Surgical Society - a Chapter of the
American College of Surgeons
552
54
158
22
3
170
959
C029 Chapter - Mississippi
316
20
44
11
2
111
504
C030 Chapter - Missouri
688
34
165
57
3
225
1,172
C031 Chapter - Southwest
Missouri
122
8
0
0
0
32
162
C032 Chapter - Montana and
Wyoming
185
9
2
4
1
124
325
1,160
89
204
56
10
501
2,020
C045 Chapter - North Dakota
107
5
26
72
2
21
233
C033 Chapter - Nebraska
217
14
50
22
1
77
381
C034 Chapter - Nevada
263
14
15
11
2
107
412
C035 Chapter - New Hampshire
196
6
31
7
0
97
337
1,380
85
219
39
10
520
2,253
C037 Chapter - New Mexico
181
14
35
4
1
110
345
C039 Chapter - Brooklyn-Long
Island
852
44
184
34
1
317
1,432
C040 Chapter - Eastern Long
Island
260
16
46
7
2
112
443
1,078
62
248
28
8
474
1,898
229
16
33
9
2
83
372
1,510
109
486
109
10
578
2,802
C047 Chapter - Oklahoma
347
24
54
11
1
144
581
C048 Chapter - Oregon
436
39
97
25
5
234
836
C050 Chapter - Keystone
856
60
201
31
11
334
1,493
C051 Chapter - Northwestern
Pennsylvania
85
3
0
0
0
39
127
C052 Chapter - Southwestern
Pennsylvania
510
25
175
7
2
217
936
C101 Chapter - Metropolitan
Philadelphia
606
35
250
38
4
198
1,131
C066 Chapter - Puerto Rico
204
8
38
52
0
68
370
C053 Chapter - Rhode Island
153
5
25
7
0
82
272
C054 Chapter - South Carolina
541
24
130
19
2
291
1,007
C055 Chapter - South Dakota
119
9
1
7
1
32
169
C056 Chapter - Tennessee
930
64
266
48
4
345
1,657
C057 Chapter - North Texas
1,027
71
132
62
10
377
1,679
C058 Chapter - South Texas
1,631
139
366
67
23
482
2,708
250
18
45
6
0
85
404
80
4
33
6
0
54
177
C044 Chapter - North Carolina
C036 Chapter - New Jersey
C041 Chapter - New York
C043 Chapter - Western New
York
C046 Chapter - Ohio
C059 Chapter - Utah
C060 Chapter - Vermont
O b j e c t i v e s a n d L i m i tat i o n s
Chapter Guidebook
Chapter
Active
Associate
Resident
Medical
Students
Affiliate
S e c t i o n A - 6
Chapter
Total
Retired
C061 Chapter - Virginia
804
54
514
31
15
369
1,487
C062 Chapter - Washington
719
54
154
17
5
346
1,295
C063 Chapter - West Virginia
224
23
63
12
1
81
404
C064 Chapter - Wisconsin
Surgical Society - a Chapter of
American College of Surgeons
697
40
157
40
3
262
1,199
C100 Chapter - Manhattan
Council
958
66
313
43
4
286
1,670
International Chapters
C083 Chapter - Argentina
162
9
4
0
0
65
240
C096 Chapter - Australia and
New Zealand
117
4
14
3
0
120
258
29
1
2
0
0
9
41
124
6
2
1
0
36
169
C087 Chapter - Colombia
41
9
8
5
0
31
94
C088 Chapter - Ecuador
51
13
1
0
1
7
73
C105 Chapter - France
38
2
0
0
0
23
63
C107 Chapter - Germany
104
6
6
4
0
20
140
C097 Chapter - Greece
108
4
1
1
0
47
161
C111 Chapter - China-Hong Kong
135
5
1
2
0
30
173
C108 Chapter - India
205
10
5
1
1
123
345
C095 Chapter - Ireland
23
0
6
1
0
18
48
C112 Chapter - Israel
47
0
0
4
0
35
86
C103 Chapter - Italy
115
1
19
2
0
28
165
38
4
3
0
0
10
55
230
11
0
0
0
48
289
C089 Chapter - Lebanon
94
4
63
0
0
31
192
C082 Chapter - Northeast
Mexico
38
1
6
0
0
26
71
C080 Chapter - Mexico, Federal
District
176
17
32
6
0
75
306
C081 Chapter - Nor-Occidental
84
6
7
5
2
37
141
C113 Chapter - Panama
19
6
6
0
0
11
42
C093 Chapter - Peru
67
4
1
0
0
20
92
C090 Chapter - Philippines
168
7
12
0
0
84
271
C109 Chapter - Saudi Arabia
105
20
6
3
0
10
144
C104 Chapter - South Korea
67
1
0
0
0
30
98
C094 Chapter - Spain
44
3
14
0
0
14
75
C116 Chapter - Switzerland
30
5
2
0
0
10
47
C114 Chapter - Thailand
44
22
0
0
0
28
74
C092 Chapter - Venezuela
38
1
0
0
0
50
89
C115 Chapter - Belgium
C086 Chapter - Chile
C110 Chapter - Jamaica
C106 Chapter - Japan
O b j e c t i v e s a n d L i m i tat i o n s
Chapter Guidebook
Chapter
Active
Associate
Resident
Medical
Students
Affiliate
S e c t i o n A -7
Chapter
Total
Retired
C120 Chapter - Pakistan
26
9
2
4
0
15
56
C121 Chapter - Austria-Hungary
25
2
3
0
0
6
36
C122 Chapter - Portugal
18
6
4
1
0
4
33
C123 Chapter - Egypt
27
5
1
0
0
12
45
C085 Chapter - Brazil
94
17
4
4
0
89
208
C117 Chapter - Uruguay
14
0
7
3
1
5
30
C118 Chapter - Turkey
54
4
0
3
0
4
65
C119 Chapter - Iran
22
2
0
1
0
18
43
There is a total of 65 U.S. chapters. Seven states have more than one chapter: California (3), Florida (3), Illinois (2), Missouri
(2), New York (5), Pennsylvania (4), and Texas (2). Also, there is one chapter for both Montana and Wyoming.
a The total does not reflect the number of chapter members.
b These data reflect the number of Governors-at-Large in each state or province; specialty-society Governors have been excluded.
Each state, commonwealth, and Canadian province is represented by one or more Governors.
c Countries outside of North America and Mexico having more than 15 Active Fellows also may be represented by a Governor
who is nominated by ballot.
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
S e c t i o n B -1
Management and Administration
In conducting the daily operations of their chapters, officers are responsible for many administrative functions, including
bookkeeping, record keeping, preparation and distribution of dues invoices, and communications with Fellows.
Chapter officers who are in full-time practice or who pursue other surgical endeavors may find it difficult to carry out many of
the administrative functions necessary to ensure efficient chapter operations. Routine administrative matters may be delegated
to a full-time office secretary, or they may be administered through the services of a part-time or full-time employee working for
a state or county medical society or an association management organization.
Strategic Planning
Strategic planning is a critical component of a successful
chapter. The strategic planning process provides an
opportunity for each chapter to assess its programs and
activities for effectiveness, and if changes need to be made,
these changes can become evident during the planning
process. To help begin the planning process, each chapter
should develop its own mission and vision statements. As
examples, the College’s mission and vision statements, which
were adopted by the Board of Regents in June 2001, are as
follows:
ACS Mission Statement:
The American College of Surgeons is dedicated to
improving the care of the surgical patient and to
safeguarding standards of care in an optimal and ethical
practice environment.
ACS Vision Statement:
The American College of Surgeons, as an association
of surgeons, is dedicated to promoting the highest
standards of surgical care through education of and
advocacy for its Fellows and their patients. The College
provides a cohesive voice addressing societal issues
relating to surgery.
The American College of Surgeons supports programs and
policies that ensure patients access to high-quality, effective
care provided by appropriately prepared and well-qualified
surgical specialists of their choosing. Such care is to be
delivered in a system that provides maximum safeguards for
patient safety. Since 1913, the American College of Surgeons
has initiated programs that have protected patients both in
and out of the hospital. The American College of Surgeons
will work with interested and qualified parties to provide
patients with the maximum safety in a system that puts
patient welfare first.
In developing the chapter’s strategic plan, resources and
assistance are available from the Division of Member Services.
To get started, the chapter’s leadership should consider the
following components of its plan.*
Mission Statement
Definition: A statement that describes the core purpose
of the chapter and the unique and indispensable value the
chapter provides its constituents, for example, members/
nonmembers, Fellows, Associate Fellows, Residents, Medical
Students.
Key Questions to Guide Discussion:
• Who are the chapter’s primary constituents (who does the
chapter benefit/serve)?
• From the constituent’s point of view, what core values does
the chapter provide today? What value could the chapter
provide in the future?
• Who are the chapter’s key competitors (other organizations
AND other sources of information, education, and so on)?
What does the chapter provide differently than or better
than these competitors? What is the chapter’s competitive
advantage or niche?
• What is the core purpose or organizing premise of the
chapter?
*These components of a strategic planning process, Definitions and Key Questions to
Guide Discussion, were developed by Jim DeLizia, President, DeLizia Consulting
Services, Burbank, CA. Mr. DeLizia presented these components of strategic
planning at the 2000 and 2002 Chapter Leadership Conferences.
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
S e c t i o n B -2
Vision Statement
Short- and Long-term Goals
Definition: Statement(s) that describe the chapter in a
Definition: Statements that describe outcomes or results the
future state, operating in a manner that fulfills the chapter
mission at the highest levels of excellence. The chapter vision
represents a benchmark for effectiveness to which the chapter
aspires.
Key Questions to Guide Discussion:
• What are we seeking to become?
• How do we want to be viewed by our constituents?
• What does the chapter look like operating at peak
performance?
• How would we describe the organization perfectly
designed to fulfill the mission (what role does it play; what
competencies and qualities does it possess)?
Assessing the External Environment
Definitions: A review of trends and issues that could affect
the fulfillment of the chapter mission and an analysis of their
implications (impediments and opportunities).
Key Questions to Guide Discussion:
• What are the key trends/issues that will shape the future of
the profession?
• What is the potential impact of these trends on the
fulfillment of the chapter mission and vision (what will we
need to change, do differently, and so on)?
Assessing the Internal Environment
Definitions: An assessment of member needs and
expectations and an analysis of the chapter’s capacity
(strengths and weaknesses) to accomplish its goals.
Key Questions to Guide Discussion:
• How do these trends affect the needs of the membership
and their expectations of the chapter?
• What is our assessment of how the chapter currently
operates as compared with our vision of the chapter in the
future (what are our current strengths and weaknesses)?
Key Result Areas
Definition: Key result areas are based on the Scan analysis
and are critical areas for change, improvement, and action
that must be addressed to move the chapter forward.
Key Question to Guide Discussion:
• Based on our analysis, where must we change or improve
to move the chapter toward its vision?
chapter is looking to achieve in each Key Result Area, longterm (Years 2–­­­­­­­­­­­­3) and short-term (at the end of Year 1).
Key Questions to Guide Discussion:
• What is the issue or problem we are trying to solve in each
Key Result Area? What measurable shift or change are we
seeking to make?
• What end results do we need to accomplish in each Key
Result Area (not how, but what)?
• Within the longer-term goals, what Year 1 milestones
(short-term goals) do we want to target?
Strategies and Priorities
Definitions: Programs, activities, and initiatives that
represent the most effective and efficient ways to accomplish
chapter goals (including existing chapter programs, activities,
as well as new ideas).
Key Questions to Guide Discussion:
• Considering what we have learned from the internal and
external scans, what are the most effective and efficient
ways we can achieve our goals?
• What existing chapter programs, activities, and initiatives
should be continued, adjusted, or abandoned?
• What new ideas do we have?
• What priority should we assign to these new ideas (that is,
considering our resources, which ideas do we believe will
have the greatest impact on achieving our goals)?
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
Dues Statements
S a m p l e
• An appropriate space for address corrections
• A listing of accurate dues amounts for categories
of members and Fellows
• A suggested contribution to the ACS Fellows
Endowment Fund
• A due date for return
S t a t e m e n t
C hapter L etterhead
An effective dues statement includes the following:
• Complete contact information for each chapter
member: name, address, telephone number, fax
number, and e-mail address
D u e s
Sec tion B -3
Date
Name
Street Address
City, State ZIP Code
Telephone
Fax
E-mail
Check one:
• Information on how to fill out the dues check
 2013 Annual Dues for Active Members
and Fellows Endowment Fund Contribution
$75.00*
• Information on where to send the dues check
 2013 Annual Dues for Active Members
$50.00
For a better response rate from members, the
dues statement should be accompanied by a brief
letter from the president or secretary detailing the
benefits of the chapter’s programs, services, and
activities from the previous year. If a member does
not respond to the first dues notice, mail a second
notice one or two months after the first statement.
The second notice should be marked “Second
Notice” or “Final Notice.”
 Retired Fellows, Resident Members,
and Medical Students
$00.00
In establishing dues policy for members, chapters
may wish to consider the ACS dues exemption
policy, which exempts the following categories of
Fellows from paying dues:
Please make check payable to:
(state chapter) - American College of Surgeons.
Return this form and your check by (date) to:
(chapter name and address).
*Your chapter’s council encourages all Fellows to support the
ACS Fellows Endowment Fund with a contribution of $25
included with your dues payment.
 My address has changed. Please mail future information to:
• Fellows over the age of 65 years
Address
• Fellows who have received “Retired” status,
which is granted by the Board of Regents. A
retired Fellow is a Fellow who is no longer in
medical practice. A Fellow who has been granted
this status by the College is no longer billed for
annual dues and receives a special identification
card.
City/State/ZIP
• Fellows who are bona fide missionaries
Area Code/Telephone
E-mail
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
Membership Records
The ACS Division of Member Services helps chapters with
membership record keeping and recruitment in several ways.
The primary activity is the distribution of electronic or paper
rosters of individuals who are affiliated with the College.
These rosters, which are sent to chapter secretaries or chapter
administrators, help chapters maintain accurate membership
records.
• Each year in November, the Division of Member Services
sends each chapter a roster that includes the name, address,
Fellowship status, and surgical specialty of all individuals
affiliated with the College who reside in the chapter’s
geographical area. This is not a membership listing per se;
rather, it is a listing of all individuals residing within the
chapter’s geographic boundaries and who are affiliated with
the College (that is, Fellows, Associate Fellows, Resident
Members, and Medical Students).
• Prior to and immediately following Clinical Congress,
rosters of Initiates are distributed to each chapter. The
second and official roster of Initiates is distributed in
November. Chapter officers must refrain from including
the FACS designation with Initiates’ names until after
Clinical Congress.
• In addition to these rosters, address changes are distributed
four times each year in January, April, July, and October
to help track individuals moving in, out, or around the
chapter area.
• Finally, in January, status change lists are distributed.
These lists help to track changes in members’ statuses,
for example, Active to Retired and Resident to Associate
Fellow. The status-change list also includes deceased
Fellows.
Membership Recruitment
and Retention
A strong membership committee, headed by a resultsoriented chair, can make recruitment and retention a highvisibility chapter activity in which all members can and will
participate. This section of the Guidebook offers concrete
actions you can take immediately to ensure that your
chapter recruits and retains the kind of enthusiastic, involved
members you need to sustain a strong, successful chapter.
Section B-4
Planning an Effective Program
When action steps and accountabilities are clearly defined,
individual members are much more likely to take their
personal responsibilities for recruitment and retention
seriously and to make sure the job gets done. Membership
committees should consider the following steps in developing
an action plan for recruitment and retention.
• Set specific, quantifiable goals for membership in terms of
both recruitment and retention. For example: This year we
will recruit at least 75 percent of all new College Initiates
in our area.
• Define the specific activities you will undertake to attract
new members. For example: We will personally invite every
eligible nonmember to at least two chapter activities this
year.
• Define the specific activities that you will undertake to
retain existing members. For example: We will personally
invite every current member who has not participated in
at least one chapter activity during the past year to take an
active part in a specific chapter event.
• Give specific assignments to individuals and set “deadlines”
to make sure the job gets done. For example: We will ask
each member to take personal responsibility for inviting at
least one nonmember to our annual meeting.
Using ACS Resources
The College’s Division of Member Services supports chapter
membership development activities throughout the year
by serving as a resource for information and consultation
on recruitment and retention. As discussed in the previous
section under “Membership Records,” the College provides
valuable membership and prospect lists to chapters. First is a
comprehensive roster of Fellows, sent each year in November.
Here are some ways you can use the rosters:
• Compare the roster to your current chapter membership
list. This immediately identifies all eligible prospects who
are not yet members: Fellows, Associate Fellows, and
Residents you want to recruit.
• Use the roster to update your existing membership list.
This is vitally important to membership retention, because
accurate mailing lists are essential to communicating with
current members about chapter activities.
• Create your own computerized membership and prospect
lists from the rosters. This gives you faster, easier access to
recruitment and retention data and makes future updates
much simpler.
Second, your chapter receives a list of the year’s new Initiates
in your chapter area. Compare this list with your membership
roster, and add the names of any new, nonmember Initiates to
your prospect list.
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
To help you recruit younger memb­ers—Associate Fellows,
Resident Members, and Medical Students—the College
includes information on the importance of chapter
membership in special brochures developed for these
categories of surgeons. You should keep a supply of these
brochures on hand to distribute to residents and surgeons
who express an interest in becoming Fellows of the College.
For copies, contact the Division of Member Services at the
College.
Recruiting New Members
Here are some membership ideas that other chapters have
used successfully. If you would like to consult with another
chapter on a specific tactic, the Division of Member Services
can help put you in touch.
Strategies for All Prospect Categories
• Send a personal letter, signed by your chapter president,
to everyone on your prospect list inviting them to join.
Tailor membership benefits as specifically as possible to
each prospect’s interests. Enclose a membership application
along with a schedule of future meetings and educational
program dates.
• Designate an active member to follow up with each
nonresponding prospect within six weeks after every
membership mailing. The more personal contact the
better—in person or by phone if possible.
• Do a special mailing of your chapter newsletter to
prospects. Include a personalized invitation to join and an
application.
• Add prospects to your regular mailing list for educational
programs, if nonmembers are eligible to attend. Consider
offering to waive or reduce the registration fee for prospects
who join the chapter and register for the program at the
same time.
• Make sure current members—especially the chapter leaders
and very active participants— know who the nonmembers
are by distributing prospect lists and asking members to
invite any prospects they may know to join.
Sec tion B-5
Strategies for Resident Members
and Medical Students
• Send a personal letter of congratulations from your chapter
president to each new Resident Member and Medical
Student in your area (use the annual rosters provided
by the College), and invite them to participate in an
upcoming chapter activity. Waiving registration fees would
be particularly appropriate for these groups.
• Place Residents and Medical Students on your chapter
newsletter mailing list. With the first newsletter mailed,
enclose a note of congratulations or an invitation to attend
an upcoming chapter activity.
• Assign each Resident Member and Medical Student to a
“mentor” from your active chapter membership. Mentors
should make personal contact with the Resident or Student
periodically to offer personal assistance, advice, or support.
Mentors can also serve as hosts to Resident Members and
Medical Students who attend chapter activities.
Strategies for New Initiates
• Send a personal letter of congratulations from your chapter
president to each new Initiate in your area (use the new
Initiate roster provided by the College), and invite them to
join the chapter. Enclose a chapter membership application
and a schedule of chapter events. Be sure to follow up with
nonrespondents within six weeks. (Note: The executive
director of the College and the chairs of the Advisory
Councils also send congratulatory letters reinforcing the
importance of chapter membership.)
• Consider offering a free one-year or six-month membership
or waiving registration fees for an upcoming educational
program for new Initiates who respond to your
membership invitation.
• Publish the names of all new Initiates in your area in your
chapter newsletter with a note of congratulations. Then
send a copy of the newsletter to each Initiate along with an
invitation to join and an application.
• Sponsor a reception at Clinical Congress for new Initiates
in your chapter area. Clinical Congress is a particularly
good time to meet and welcome new Initiates personally
and to encourage them to join the chapter.
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
Retaining Current Members
The secret to a strong chapter is retaining the members you
already have. Here are strategies proved by other chapters to
help member retention.
• Get members involved. Whether it’s being assigned to a
committee, serving as an officer, or helping plan chapter
activities, the more involved members are, the more
likely they are to maintain their membership and level of
participation.
• Reinforce member benefits at renewal time. The dues
billing cycle offers a good opportunity to restate the value
of chapter participation. Include a reminder—such as a
personal letter, a summary of the year’s achievements, or
testimonials from other members—about the benefits of
chapter membership.
• Communicate regularly. Your newsletter and other chapter
mailings should always carry some sort of membership
message. Whether you recognize member achievements or
simply list membership benefits, reinforcing the value of
belonging should be a constant goal.
• Publicly recognize the achievements of members and the
chapter. For example, when a surgeon from the chapter
area has achieved Fellowship in the American College of
Surgeons, send an announcement (with a photo of the
individual if possible) to local newspapers and hospital
newsletters.
Newsletters
One of your chapter’s most valuable services to members is
the information you provide them about professional issues,
chapter activities, and the work of the College. One excellent
way to keep members informed is a chapter newsletter.
This section of the Guidebook offers practical guidance
on developing a chapter newsletter or making your current
newsletter more effective.
Newsletters don’t have to be professionally produced to
be effective. In fact, some of the best ones are simple,
typewritten pages. To be successful, a newsletter has to
consistently give members information not normally found
from other sources in a quick, easy-to-read manner.
S a m p l e
f o r
Section B-6
L e t t e r
I n i t i a t i v e s
Dear:
Congratulations on recently becoming a Fellow of the
American College of Surgeons. As you know, membership
in the College offers many valuable benefits at the national
level. I’ve discovered that participating in our local chapter
brings personal and professional advantages as well.
Membership in our chapter gives you access to a broad
network of colleagues and peers who are always willing to
answer a question or offer insight into a specific issue or
problem. Networking also helps keep me current in new
professional resources and educational opportunities right
here in our area.
In fact, local educational programming is one of the most
valuable aspects of chapter membership. [Add a specific
example of a chapter educational program, if possible.] And
our chapter newsletter is a quick and easy way to keep upto-date on issues closer to home.
I’m inviting you to become a member of our chapter so
that you, too, can enjoy these same benefits. Perhaps you
could attend our next meeting as my guest. I’ll call you soon
to answer any questions you may have. In the meantime,
I have enclosed a chapter membership application. If you
want more information on our local activities, please call me
at [your phone number].
I look forward to talking with you soon, and I hope to
welcome you as a new chapter member in the very
near future.
Sincerely,
Newsletter Benefits
A newsletter can bring your chapter the following benefits:
• Keep members informed about upcoming chapter events
and activities.
• Educate members about current issues in the profession
of surgery.
• Highlight and reinforce the benefits of chapter membership.
• Maintain regular contact with members between meetings.
• Increase member awareness and appreciation
of chapter services.
• Encourage member participation in chapter programs.
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
Newsletter Components
Every newsletter should contain the following components:
• Banner. The title of the newsletter, your chapter name,
the ACS seal, and the issue and date of the publication
should appear at the top of the cover page.
• M asthead. The masthead, usually a box on the inside
front page or back page, lists your chapter’s name, address,
telephone number, e-mail address, and Web site address. It
often includes the publisher, editors, contributing authors,
and an invitation to readers to send in comments and
suggestions.
• Mission statement. Briefly explaining the purpose of
the newsletter, the mission statement usually appears at the
bottom of the cover page in a smaller typeface.
• Stories. Most newsletter stories feature a headline and
short blocks of copy interspersed with art or photography.
• Copyright. The copyright notice consists of the copyright
symbol, the word, “copyright,” the year of publication and
the name of the copyright owner.
• M ailing information. Since most newsletters are
self-mailers, one-third of the last page must be designed
as such. It must include your chapter’s return address,
space for the mailing label, and a mailing permit or space
for postage.
Newsletter Production
Usually, the communications committee or a chapter officer
produces the chapter newsletter. It is advisable to appoint a
member of the committee to serve as the editor, who is then
responsible for ensuring that all tasks involved in producing
the newsletter are accomplished. The writing of newsletter
articles may be shared by the editor, members of the
committee, professional staff, and freelance writers.
Content ideas for chapter newsletters include:
• A message from the president
• Announcements of upcoming meetings and educational
programs
• Reports of general meetings
• Summaries of actions taken by the chapter council or
committees
• A listing of officers and committee chairs
• Summaries of continuing education programs, drawn from
outlines of program speakers
• Announcements of awards, scholarships, and
similar programs
• Brief stories on current issues of interest, such as managed
care developments or changes in Medicare policies
S e c t i o n B -7
• Summaries of testimony given by chapter leaders at the
state capitol on bills affecting the profession
Key design and production decisions for a chapter
newsletter are:
• Size and number of pages. The typical layout for a
newsletter is a two-column format covering two sides of
one or two standard-size (8.5 x 11") pages.
•Ink color. The most effective ink colors are black and
dark blue because they are easiest to read. You might
use a second color for emphasizing headlines, important
announcements, and the newsletter title.
• Paper stock. Paper stock varies a great deal in finish,
texture, weight, color, and price. The most popular paper
for newsletters is a 70-pound to 80-pound text stock in
white or ivory.
•A rtwork. Original illustrations, computer clip-art, and
photographs will enhance the look and readability of your
newsletter. Since photographs of important chapter events
appeal to members, make sure you assign someone to take
photos at awards ceremonies, annual meetings, educational
sessions, and the like.
• Type style. Choose a simple, easy-to-read typeface, such
as Times Roman or Univers. An appropriate size for text
is 10-point type; headlines should be in 16- to 24-point
boldface type.
• Quantity. The number of newsletters you print will be
determined by the size of your current membership. You
may include other local medical societies or health care
associations on your mailing list. Be sure to order extra
copies for distribution at meetings, mailings to prospective
members, and the like.
To assist chapters with the newsletters, the College has
developed a design template in PageMaker desktop
publishing software (shown on page B-8). To obtain the
design format on disk, as well as other editorial and layout
services, contact ACS Communications.
Newsletter Schedule
A production schedule with specific deadlines for each step
of the process will help ensure your members receive your
newsletter in a timely manner. A sample schedule is:
Writing and editing newsletter copy...................... 3 weeks
Initial page proofs...................................................... 4 days
Review and correction of page proofs...................... 2 days
Final page proofs....................................................... 2 days
Printing.....................................................................1 week
Mailing..........................................................1.5 to 3 weeks
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
Section B-8
Newsletter Distribution
Web Site Benefits
Nearly all chapters distribute their newsletters by mail.
The fastest, most convenient way to mail is to use firstclass postage. You simply address the newsletter and affix
the postage. At the current rate of 37 cents for one ounce,
however, first-class mail can add up to a fairly significant
amount. The postal service’s standard mail option cuts
postage costs considerably, a little more than half the perpiece rate for first class. Standard rate has some drawbacks,
however. Your chapter must purchase a permit from the local
post office, print the permit number in a special box on the
address side of your newsletter or envelope, sort and bundle
the newsletters by ZIP Code, and deliver the mailing to the
post office. You must mail at least 200 of the same item at the
same time. As a final drawback, standard mail may take up to
two weeks to arrive.
A Web site will provide your chapter with three valuable
benefits: member access to information, enhanced continuing
education, and reduced administrative costs. The homepage
of the ACS offers an excellent example of how these benefits
work.
Chapter Web Sites
Because the Internet is a popular and powerful
communications medium, ACS chapters need to consider
how to harness the power and popularity of web-based
communications to deliver quick and cost-effective services
to their members. This section of the Guidebook will outline
the benefits of starting a Web site, review ACS Web site
services available to chapters, and describe the essential steps
of going online.
1. Easy access to information. Chapters can keep their
members up-to-date on a variety of issues and services
by starting their own Web site. For example, visitors to
the College’s Web site (www.facs.org) have quick and
easy access to such sources of information as:
• Reports of Congressional testimony on key issues
• Selected articles from the Bulletin of the American
College of Surgeons and Journal of the American College
of Surgeons
• Homepages from ACS divisions and committees
including trauma, cancer, education and surgical
services, and professional liability
• A directory of chapter officers and administrators
2. Enhanced continuing education. Web sites offer
chapters an additional medium to contact members
about upcoming CME programs as well as other
meetings. For example, through the ACS homepage,
Fellows and guest physicians can register online for
the annual Clinical Congress and Spring Meeting and
review these scientific programs, including enrolling
and paying for postgraduate courses.
3. Reduced administrative costs. In addition to providing
easy access to information, placing information online
can help eliminate your chapter’s need for copying and
mailing documents. For example, whether a telephone
call to your chapter is from a prospective new member
interested in chapter services, a current member in
need of a CME schedule, or a high-schooler stuck
on a science project, the caller may be referred to
your Web site for information. Your chapter is thus
able to provide service quickly without a heavy
administrative burden.
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
Web Site Development
In going online, there are several considerations that must be
addressed by the chapter’s leadership. First, who will manage
the chapter’s Web site activities? A webmaster should be
responsible for overseeing the entire Web site and its contents.
Chapters planning larger Web sites that require revisions on a
weekly or biweekly basis might consider finding someone to
assist the webmaster in the role of content developer.
A content developer assumes responsibility for producing
documents into hypertext mark-up language (HTML) and
placing them online. Although knowledge and experience of
HTML coding are helpful, many chapter Web sites are now
easily developed using Web page template software, which
does not require users to have prior knowledge of HTML.
The World Wide Web is not a static medium; it is always
changing, and planning ahead to orchestrate changes is
an important responsibility for any webmaster. Unless the
chapter decides to delegate the actual preparation of Web
pages and updates to Telusys or another outside vendor, a
webmaster should be knowledgeable about personal computer
systems and Web authoring software.
Key elements to consider in developing your chapter’s
Web site include:
• Table of contents. Usually appearing on the homepage,
the table of contents gives the visitor a preview of what
information can be found online. A menu of items with
links to secondary and tertiary pages typically comprise the
table of contents.
• Second- and third-level pages. Most Web sites
present information to visitors on subsequent pages;
this type of construction or layout will help to keep the
homepage attractive and uncluttered.
• Consistency. All the Web site pages should have a
consistent look in the typeface and colors, as well as in the
format used to present information.
• E asy navigation. The Web site should be designed so
that it is easy to navigate and locate information. A good
rule of thumb is “no more than three clicks” to get from
the homepage to the information that you want to present
to visitors.
• Short Web pages. Visitors should not have to scroll
endlessly to get to the bottom of the page. Using secondlevel and third-level pages will help to keep your Web page
short and viewer-friendly.
• E-mail addresses. Use e-mail address hyperlinks that
will link directly to an individual’s e-mail for all key
chapter-level contacts.
Section B-9
• Posting dates. To promote the timeliness of your online
information, include posting dates. For pages posted
initially, the posting notation could read, “Online July
1998.” As the information is revised, the posting notation
should read, “Revised 1/01/03.”
• Feedback mechanisms. If possible, design a feedback
form for your Web site visitors. This is a great way to learn
about the information that is used by your visitors and
what information they would like to see added (or deleted).
• No dead ends. Be sure to check that all links go to
their intended designations. Navigation links back to the
homepage or to a menu should be incorporated into all
second- and third-level pages. To help prevent dead ends,
map your chapter’s site out on paper or develop an outline
of your site.
Web Site Content
To help formulate your content, the chapter leaders and the
webmaster could review the Web sites of chapters that are
already online. They may be accessed through the College’s
Web site at www.facs.org. These sites vary in the amount of
information presented, as well as in overall complexity. At a
minimum, chapters should consider publishing:
• The names, e-mail addresses, and/or phone numbers of
all the chapter officers, council members, and committee
chairs. Each individual’s institutional or hospital affiliation
also could be included.
• The dates, locations, and times of future chapter meetings,
including council and committee meetings. When annual
meeting information is published on the site, it also should
include registration information, and, if appropriate, hotel
accommodation information.
• Reports on recent council and/or committee meetings.
• The most recent issue of the chapter newsletter.
• Reports on other activities or programs that will be of
interest to the chapter membership, such as grand rounds
conducted at area hospitals or special activities of other
health-related organizations, such as the local cancer
society.
• Other information that would be useful to chapter
members, such as state legislation affecting surgery,
regulations affecting medical licensure, and so forth.
Chapter Guidebook
Web Site Promotion
To ensure that your chapter members know and use
your Web site, your chapter might consider the following
activities:
• Include your Web site address on your chapter
stationery, business cards, fax cover sheets, and
program brochures.
• Conduct “hands-on” demonstrations of your site at a
chapter meeting.
• Place announcements about your Web site in your
chapter newsletter.
• List your Web site address on chapter dues notices.
ACS Web Site Services
To help ACS chapters develop and maintain a presence
on the World Wide Web, ACS Communications, in
conjunction with the College’s Internet service developer,
Telusys, has developed a simple, easy-to-use service —the
ACS Chapter Web Site Program. While this service is not
free, the College has negotiated very competitive prices
for chapters. Telusys specializes in association-related
Internet services and activities, including satellite services
for chapters. Participation in the ACS Chapter Web Site
Program is optional. Chapters may elect to locate and
negotiate fees with their own Internet service provider if
they want to place a Web site online. Similarly, chapters
may find a member who is interested in designing the
chapter’s Web site, or want to pay an Internet service
developer for this project.
M a n ag e m e n t a n d A d m i n i s t r at i o n
S e c t i o n B -10
Chapter Annual Meeting Report
Approximately one month before each chapter’s annual
meeting, the ACS Division of Member Services sends the
chapter secretary the Annual Meeting Report form. (See
Appendix 1 to this section.) Chapters should complete this
form and return it promptly to the ACS Division of Member
Services along with meeting minutes and the chapter’s
annual meeting program. The form also requests the names,
addresses, and terms of chapter officers and council members;
information on total chapter membership; and information
concerning future annual chapter meetings.
The ACS Division of Member Services uses this information
to maintain accurate records on all chapter officers and
councils, to communicate with chapter officers about ACS
policy and programs relating to chapters, and to publicize
chapter meetings in the Bulletin.
ACS Division of Member Services
The ACS Division of Member Services assists chapters
administratively by:
• Providing primary liaison between chapter officers,
council members, and ACS headquarters
• Arranging official College visits during annual
chapter meetings
• Meeting with chapter councils and officers on request
• Responding to correspondence and routine requests for
information from chapters
The ACS Chapter Smart Site Program is an optional Web
development tool for chapters that want to develop and
maintain a Web site without using hypertext markup
language (HTML). The program is template driven, and
Web site content is quickly developed by inserting text
and images into designated fields. A moderate degree
of comfort in using personal computers and basic word
processing software programs are recommended. The
SmartSiteTM Professional Web Site Builder works on
both Windows and Macintosh platforms. The software
is licensed to ACS Chapters through Telusys, Inc., on a
fee-per-chapter basis.
• Developing and distributing special information on
medical liability, tax liability, incorporation, and other
important issues
For online information regarding Smart Site development
and maintenance fees for ACS Chapters, visit: http://
www.facs.org/chapters/webprog/smartsite.html
• Publishing announcements and reports on chapters’ special
programs and events in the Bulletin
• Hosting the annual Chapter Leadership Conference and
Young Surgeon Representatives Annual Meeting
• Sponsoring chapters’ annual continuing medical education
meetings for credit under Category 1 of the Physician’s
Recognition Award of the AMA (see Section H)
• Coordinating with ACS Communications for the
distribution of press releases for newly-elected chapter
presidents and secretaries
• Publicizing chapter annual meetings in the Bulletin.
Chapters should notify the Division of Member Services
four months in advance of the date and location of their
annual meetings, indicating the name, address, and
telephone number of the chapter contact person.
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
S e c t i o n B -11
Chapter officers are invited to take advantage of all the College’s services and programs. For assistance, contact the ACS
Chapter Services Hotline at 888/857-7545. A “quick contact” list is provided below.
Service/Information Provided
ACS Member Benefits Hotline
ACS NewsScope
Archives
Bulletin
Resident-Associate Society
Clinical Congress
Commission on Cancer
CPT Coding
Federal Legislation
Fellows, Address Changes
Fellowship:
Associate Fellowship
Change in status
Verification of payment
Fellowship Categories:
Associate Fellowship
Resident
Initiates
Medical Students
Retired
Graduate Medical Education
Insurance (Accidental Death & Dismemberment,
Comprehensive Major Medical, Long-Term Disability,
Office Overhead Expense, and Term Life)
Division
Extension*
Member Services
Communications
Member Services
Communications
Member Services
Convention & Meetings
Cancer
Advocacy & Health Policy
Washington, DC, Office
Member Services
1-800/621-4111
5311
5270
5331
5312
5244
5290
202/672-1508
202/337-2701
5277
Member Services
Member Services
Finance
5268
5277
5248
Member Services
Member Services
Member Services
Member Services
Member Services
Education
5268
5268
5218
5268
5277
5217
Finance
5257
Library
Education
5239
Patient Education Information
Communications
5409
Practice Management Education
Advocacy & Health Policy
202/672-1507
Professional Liability
Advocacy & Health Policy
5413/5358
Publications
Communications
5311
To order:
Customer Service
5474
SESAP
SESAP Program
5418
Spring Meeting
Convention & Meetings
5455/5261
State Legislation
Advocacy & Health Policy
5358
Surgery News
Communications
5311
Trauma
Trauma
5380/5342
ATLS
Trauma
5355/5216
National Trauma Registry
Trauma
5467
Young Surgeons
Member Services
5361
*Note: Except for the Washington, DC, office, all College divisions can be reached by calling 312/202-5000,
or 1-800/621-4111. The Washington office main number is 202/337-2701.
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
S e c t i o n B -12
A ppendix 1
Annual Meeting Report Form
After the Chapter’s Annual Meeting please complete this form and return it immediately to the College’s Division of Member
Services, 633 N. Saint Clair St., Chicago, IL 60611-3211 (or via fax at 312/202-5007).
Name of Chapter
Date
Newly Elected Officers
PresidentTerm of Office: Month/Year to Month/Year
Specialty
A ddress
CityStateZip
PhoneFaxE-M ail
SecretaryTerm of Office: Month/Year to Month/Year
Specialty
A ddress
CityStateZip
PhoneFaxE-M ail
President ElectTerm of Office: Month/Year to Month/Year
Specialty
A ddress
CityStateZip
PhoneFaxE-M ail
EditorTerm of Office: Month/Year to Month/Year
Specialty
A ddress
CityStateZip
PhoneFaxE-M ail
Chapter A dministratorTerm of Office: Month/Year to Month/Year
Specialty
A ddress
CityStateZip
PhoneFaxE-M ail
Chapter Guidebook
M a n ag e m e n t a n d A d m i n i s t r at i o n
S e c t i o n B -13
WebmasterE-M ail
Other Officers
Committee on Trauma ChairTerm of Office: Month/Year to Month/Year
Young Surgeon R epresentativeTerm of Office: Month/Year to Month/Year
A ssoc . of Women Surgeon R epresentative Term of Office: Month/Year to Month/Year
Membership Committee ChairTerm of Office: Month/Year to Month/Year
C ancer Liaison Physician Term of Office: Month/Year to Month/Year
Chapter Membership
# of General Surgeons .....................
# of Other Specialists .....................
# of Associates
.....................
# of Candidates
.....................
TOTAL .....................
NEXT ANNUAL MEETING
Date of Program
Contact Person
Location
A ddress
A ddress
City
City
State
State
ZIP
ZIP
Phone:
Will this meeting be sponsored by the College for CME Credits Yes No
If your Chapter has a Web site, please note the URL: Note: If your bylaws have changed, please send a copy to the Division of
Member Services. Also, routinely, please send copies of business meeting and council minutes, annual financial statements, and
add the Division of Member Services to your mailing list. Thanks very much for your cooperation!
Submitted by: . ....................................................................................................................................................
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
S e c t i o n C-1
Bookkeeping, Budgets, and Financial Controls
Overview:
Chapters must carefully manage their funds and maintain accurate records of all revenues and expenses. The chapter treasurer
usually administers the chapter’s funds and reports to the council and the executive committee regarding finances. To assist
the treasurer, this section provides essential information about preparing a comprehensive yet easy-to-use budget, as well as
implementing financial controls.
Why prepare a budget? It’s a valuable tool to help chapter leadership plan the upcoming year. It provides a structure to forecast
and measure the activities of the organization. Once a budget is approved and implemented, it becomes a benchmark to measure
the chapter’s performance on a monthly, quarterly, or yearly basis. In addition, a budget can provide officers and staff with an
early warning if adjustments in spending or revenue collection are necessary.
Planning a Budget
The work on an upcoming budget begins before the current
year is completed. The following five steps will guide you
through the initial phases of budget development.
1. Specify the financial goals of the chapter. The goals
might include:
• Long-term goals, such as building a reserve equal to
one year’s expenses
• Functional goals, such as making a 10-percent profit
for the annual meeting
• Short-term objectives, such as purchasing a new
computer system
2. Select the specific categories of expenses and revenues
for the budget. Following is a list of possible categories.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Revenue
Dues
Annual meeting
Monthly meeting
Interest and investments
Expenses
General office
Salaries
Office supplies
Postage
Printing costs
Mailing labels
Legal and bookkeeping
Other
Annual meetings
Monthly meetings
Chapter Officers and Young Surgeons Seminars
Traveling fellowship award
Contributions to ACS endowment funds
Transfer to reserve
3. Compare and analyze the current-year budget with
actual results to date and an estimate of year-end
results. (See the sample budget worksheet on
page C-11.)
4. Discuss the upcoming year with chapter officers and
staff. Will there be any significant changes in the
number of meetings, meeting locations, staff hours,
and so forth? Will there be new programs, additional
newsletters, or an increased award to a deserving
resident?
5. Finally, based on the previous four steps, review the
budget line by line to determine potential additions
or deletions.
Preparing a Budget
Once you know which current-year budget items will
continue and which need to be changed, you are ready to
prepare the budget for next year.
1. Start with fixed or predictable budget items.
Examples:
• Salaries for the chapter administrator or secretary will
increase by 3.5 percent.
• Mailing activity will remain constant, but the
post office will increase the price of stamps by
10 percent.
2. K now your chapter’s history. For example, if
membership has increased 5 percent each year for the
past five years, you would build that expected increase
into the dues revenue budget.
3. Document your efforts. Prepare notes or schedules
that explain the rationale behind budgeted numbers
when feasible. These explanations will help you review
financial performance during the year as well as
develop subsequent budgets.
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
4. Seek experienced help. For example, vendors can
provide estimates for printing, meeting rooms, and
the like. News articles on topics such as the consumer
price index and interest rate projections will help you
predict future revenues and expenses.
5. M arshall support. Involve chapter members who
make decisions that carry budget impact. This
involvement brings responsibility, accountability,
and adherence to the budget.
S e c t i o n C- 2
Financial Controls
Overview
On July 30, 2002, the Sarbanes-Oxley Act (SOX) was signed
into law. This legislation was the direct result of numerous
accounting scandals and fraud within several of America’s
largest corporations. The law attempts to emphasize the
importance of strong internal controls and to restore the
public’s faith in business leadership and financial reporting.
6. Get budget approval. Once the budget is
completed, it should be approved by the officers and
the executive council before the start of the new year,
or as early in the year as possible. In fact, this budget
action may be required by the Chapter bylaws.
Under SOX, management is responsible for establishing
and maintaining adequate internal controls for all financial
procedures, transactions, and reporting. Managers also are
required to establish an independent Audit Committee to
oversee and review these financial transactions. Strong internal
controls are necessary to prevent, detect, or contain fraud.
When the budget is implemented, it should be compared
with actual results on an ongoing basis (monthly or
quarterly). If you find variances between actual and budgeted
results, determine the underlying reasons. If the variances
are significant enough to affect year-end results, inform
the officers and council as soon as possible to afford the
opportunity to change plans if necessary.
While this legislation does not apply to non-profit
organizations currently, Chapter leaders need to emphasize the
importance of ethical standards in the preparation of financial
statements, as well as the proper execution of routine Chapter
accounting processes through strong internal controls.
Budgeting for Reserves
Three key areas are targeted to minimize the risk of
fraud in Chapters:
A reserve is built when the chapter operates at a profit each
year. Reasons for a reserve include:
• Authorization
• To cushion the chapter against unexpected expenses or
possible financial losses
• To fund capital purchases or improvements, such as a new
computer system
• To develop a special program, such as a gala for the
chapter’s anniversary
• To establish a quasi-endowment fund, such as
underwriting scholarships and awards
No formula exists for determining how much reserve your
chapter should have. Most organizations set a reserve goal
based on their expenses. For example, a reserve goal might
be equivalent to operating expenses for one month, three
months, six months, or one year. The chapter officers and
staff should set a goal for the reserve based on knowledge of
their organization and projections for the future. To establish
a reserve, the chapter may decide to budget for monthly
transfers to the reserve.
Key Internal Control Objectives
• Will ensure that proper “checks and balances” are in
place so all transactions are executed in accordance
with approved roles and responsibilities
•R ecording
• Will ensure all authorized transactions are properly
recorded and reported in the correct time period to
match revenues and expenses
• Compliance
• Will ensure Generally Accepted Accounting
Principles (GAAP) are applied consistently
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
S e c t i o n C- 3
Financial Controls: Roles and
Responsibilities for Chapter Leaders
This checklist highlights the major responsibilities of the Chapter Administrator and Officers in the area of financial controls.
Execution of these responsibilities will promote strong internal controls, improve accuracy, timeliness, and completeness of
financial reporting, while minimizing the opportunity for fraud.
Role
Responsibilities
Review of the annual budget
Council and/or
Executive Council
Review of significant expenditures, transactions and/or budget variances
Review of annual audit findings
Review of annual tax filings
Review and formal approval of all gifts, grants, engagement fees, honorariums etc.
Review of the annual budget
Appoint Audit Committee
President and/or
President Elect
Conduct an annual review of Audit Committee’s findings with all Chapter officers
Conduct a quarterly review of financial results with all Chapter officers
Conduct a quarterly review of all significant expenditures, transactions and/or budget variances with
all Chapter officers
President ONLY
Second signatory for all payments by check or credit card <$2,000
Present all requests for gifts, grants, engagement fees, honoraria, and so forth
Review of the annual budget
Member of Audit Committee
Participate in all Audit Committee meetings
Secretary
Participate in quarterly review of financial results
Participate in quarterly review of all significant expenditures, transactions and/or budget variances
Review of all cash disbursements
Second signatory for all payments by check or credit card <$2,000
Prepare the annual budget
Member of Audit Committee
Initiates opening and closing and/or revisions to all bank and/or investment accounts
Execute internal control procedures/checklist
Treasurer and/or
Secretary Treasurer
Prepare and review monthly financial results
Prepare and review all Federal and State Tax forms
Present financial results at the President’s quarterly meeting
Review and approve all transactions, cash receipts and disbursements
Primary signatory for all payments by check or credit card
Review and approve all financial transactions initiated by the Chapter Secretary/Executive Secretary
Chapter Secretary and/
or Executive Secretary
Establish and control all responsibilities of the Chapter Secretary/Executive Secretary
Responsible for administrative functions as detailed by the Treasurer, Secretary Treasurer, and the
President, including primary signatory for all payments by check or credit card, as determined by the
Chapter officers
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
Segregation of Duties
One key to proper internal control is making certain that
various financial responsibilities are assigned to different
individuals, which ensures segregation of incompatible
functions. This segregation of duties is intended to prevent a
single individual from having both (1) access to a specific role
or transaction and (2) the responsibility for maintaining the
accountability for a specific role or transaction. To illustrate:
1. If an individual processes payments to a vendor, then
that individual should not review and authorize that
payment.
2. If an individual can process vendor payments, then
that individual should not have the ability to add,
remove, and/or change vendors without written
approval from someone higher up in the Chapter.
Listed below are some general questions to consider when
determining whether or not appropriate segregation of duties
exists in the Chapter:
• Are the transactions recorded and approved or reviewed
by an individual who does not have unrestricted access to
related assets?
• Are there different individuals involved in (1) initiating
a transaction, (2) funding the transaction, (3) recording
the transaction, (4) reconciling and/or reporting the
transaction, (5) writing off and/or discounting the
transaction, (6) adding, changing, or deleting master
membership information?
• Are there different individuals involved in (1) initiating
a liability (e.g. purchase order or commitment), (2) funding
the transaction, (3) recording the transaction, (4) reconciling
and/or reporting the transaction, (5) holding up and/or
delaying payment of the liability, (6) adding, changing or
deleting master vendor information?
• Are reconciliations performed and reviewed by individuals
who do not have unrestricted access to cash?
• Are different individuals involved in (1) ability to impact
General Ledger Accounts, (2) reconciliation of those
General Ledger Accounts, (3) preparation of financial
statements, (4) analysis of Balance Sheet and/or Income
Statement?
• Does the Chapter have an annual independent review
and formal reporting of the Chapter’s segregation of roles
and responsibilities?
• Does the Chapter have a means of communicating either
internal and external fraud information upstream?
S e c t i o n C- 4
General Key Process
Control Questions
For each control area, Chapter leaders should identify
the following:
• Who performs the activity?
• Who reviews the activity?
• How is the activity monitored?
• What is the frequency that the activity is monitored?
• Is the business process, flow and control of the activity
documented?
• Have major risks associated with the execution, review and
documentation of the activity been documented?
Financial Statements
The purpose of financial statements is to consolidate, review
and communicate actual and budgeted information for a
specific time period. The Chapter Treasurer or their designee
is responsible for producing and publishing these financial
reports in a timely manner.
• Monthly or Quarterly Preparation and R eview
On a monthly basis, the Treasurer or their designee should
consolidate all transactions and produce financial reports.
This procedure is core to Generally Accepted Accounting
Principals (GAAP) and strong internal controls. Prior
to presenting these reports to Chapter Officers and the
Audit Committee, the Treasurer is required to analyze
all data. This will ensure a timely review of information
and highlight any potential internal control or fraud
issues. Material issues must be researched and resolved
immediately and presented to the Audit Committee.
• Monthly Variance A nalysis
Each Chapter should prepare an annual budget. It is
critical that the Treasurer review all major variances (actual
versus budget) on a monthly basis. This analysis will
highlight significant issues and allow the Chapter to adjust
its spending accordingly. The analysis will provide a
valuable tool to prepare the next year’s budget. The
Treasurer should present a formal variance analysis to the
Officers and Audit Committee on a quarterly basis.
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
S e c t i o n C- 5
Accounts Payable
Process Controls for Accounts Payables
Special Notes
Frequency
Treasurer– written
authorization
Treasurer should review
vendor info and payment
terms before the first
payment is processed
As
received
Administrator
or Treasurer
Treasurer–written
authorization
Check for potential tax
(W2) implications before
changing or deleting
As
received
Initiate purchase request
Administrator
or Treasurer
Treasurer–written
authorization
Recommend 2 signatures
on all PO’s <$2,000
As
received
Receipt of
goods/invoice approval
Requestor
As
received
Matching–purchase
request to signed receipt
Administrator
or Treasurer
As
received
Prepare check
Administrator
or Treasurer
Chapter Officer and/or
p.o. initiator’s signature is
required on the invoice
Change an invoice
quantity or $ amount
Administrator
or Treasurer
Treasurer–written
authorization
Invoice filing
Administrator
or Treasurer
In accordance with record
retention policy
Check/voucher
reconciliation
Treasurer
Audit Committee Review
Monthly
Follow up on open items
Treasurer
Audit Committee Review
Quarterly
Review, authorize
or sign checks
Treasurer & Secretary,
Secretary &
President, Treasurer
& President
Checks < $10,000.00
require one signature
Checks > or = to
$10,000.00 require
two signatures
On-going
Mail checks
Administrator
or Treasurer
None
Duty
Responsibility
Approval
Create bank accounts
(manual or EDI)
Treasurer
President
Create a vendor
Administrator
or Treasurer
Modify or delete vendor
master data
Per
invoice
Treasurer should
request a new invoice
from the vendor
As
required
On-going
On-going
Bookkeeping, budgets, and financial controls
Chap ter Gu i debook
S e c t i o n C- 6
Accounts Receivable
Process Controls for Account Receivables
Duty
Frequency
Responsibility
Approval
Create bank accounts
(cash, web or credit card)
Treasurer
President
Establish and maintain
Chapter membership list
Administrator
or Treasurer
Create and produce annual dues invoices
Administrator
or Treasurer
Mail annual invoices
Administrator
or Treasurer
Record receivables
Administrator
or Treasurer
Treasurer
should review
As received
Record cash receipts
Administrator
or Treasurer
Treasurer
should review
Daily
Create bank deposits
Administrator
or Treasurer
Treasurer
should review
Daily
Deposit cash
Administrator
or Treasurer
Treasurer
should review
Daily
Record credit card receipts
Administrator
or Treasurer
Treasurer
should review
Daily
Record receivables to
Accounts Receivable ledger
Administrator
or Treasurer
Treasurer
should review
Daily
Reconcile bank accounts cash & credit card deposits
Treasurer
Audit Committee
should review
Monthly
Reconcile/review
Accounts Receivable ledger
Treasurer
Audit Committee
should review
Monthly
As received
Treasurer
should review
As received
As received
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
S e c t i o n C-7
Investments and Debt
Advantages Shared by Both Exemptions
Key responsibilities of the Chapter Officers and the Audit
Committee are communication, authorization, and control
of all investments and incurring of debt. Due to potential
exposure to the Chapter, no single individual is allowed
to transfer or delegate authorization to any other Chapter
member or staff. It is imperative that both the President and
the Audit Committee review and approve all proposals for
investments or debt prior to their incurrence.
The tax advantages of both exemptions are similar in
two respects:
Federal and State Tax Guidelines
Tax Planning: How Tax Status Effects Chapter Activities,
Contributions, and Bequests
As part of its initial organizational planning (that is, before
it incorporates), a chapter should consider under which
section of the Internal Revenue Code (the “Code”) it would
apply for exemption from federal income taxes. Charitable,
educational, or scientific organizations qualify under Code
Section 501(c)(3), and professional associations qualify under
Code Section 501(c)(6). These categories, and other tax
related concerns, are discussed in this section.
Exemption from Federal
Income Taxation
The chapters of the College are not covered by the IRS
determination that the College itself is exempt from
taxation under Section 501(c)(3) of the Code. Therefore, each
chapter, whether it is a corporation or an unincorporated
association, must apply directly to the IRS for a determination
of its tax-exempt status. If a chapter has failed to apply for
a determination letter, it should do so as soon as possible.
If the IRS determines that the chapter is not exempt, it will
be required to pay its unpaid income taxes, plus a penalty
of up to 25 percent of the amount of the unpaid tax and
interest. By applying as soon as possible, in the event of an
unfavorable determination, a chapter’s tax liabilities will
have been minimized, and it will be able to reorganize more
quickly in a form acceptable to the IRS.
• Both organizations are exempt from federal income tax
on all income except “unrelated business income” (that is,
income earned from the operation of a business enterprise
that is unrelated to the purpose for which the organization
received its exemption).
• Dues paid to both types of organizations are generally
deductible by members as a business expense.
NOTE: Members who are employees, however, should note that employee
business expenses (those expenses [membership dues] paid by employees, not the
employer) are deductible only to the extent that they exceed two percent of an
employee’s adjusted gross income.
Contributions and Bequests
Contributions (other than dues) and bequests to 501(c)(3)
organizations are deductible as charitable contributions for
income tax purposes and federal estate tax purposes.
Voluntary contributions or bequests made to 501(c)(6)
organizations are not similarly deductible. Contributions
made by businesses may, however, be deductible as
business expenses.
Other
• 501(c)(3) corporations can more easily attract funding
and contributions from federal and state agencies and other
tax-exempt organizations.
• 501(c)(3) status provides additional support to a claim for
exemption from state and local property, sales, and use
taxes. However, many state and local tax authorities make
independent determinations regarding tax exemptions;
therefore, 501(c)(3) organizations have no guarantee that
they will receive a state tax exemption.
• 501(c)(3) status will materially benefit a chapter if it intends
to solicit charitable contributions, if it owns property that
may exempt it from local taxation, or if local law provides
that it would be exempt from local sales and use taxes.
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
Private Foundation Status
If the chapter is considered a private foundation, it could
be subject to various types of special regulations, taxed
on certain income, and required to comply with certain
disclosure and publication requirements. In addition, the
chapter must receive no more than one third of its gross
receipts from investment income and/or unrelated business
income. There is a risk that a 501(c)(3) chapter will become
a private foundation if its investment income or unrelated
business income becomes too large or if contributions or gifts
from certain related persons become a very large portion of
its gross receipts in any year. Since by statutory definition
a 501(c)(6) organization cannot be a private foundation,
a chapter having that exemption need not be concerned
with the possibility of being subjected to the special rules
applicable to private foundations.
Application for Exempt Status
To obtain an exemption from federal tax under either Section
501(c)(3) or Section 501(c)(6), the chapter must file the
appropriate tax exemption application with the IRS, together
with a copy of its organizational documents (articles of
incorporation or association), its bylaws, and its most recent
financial statements. These documents can be sent to the IRS
at PO Box 192, Covington, KY, 41012-0192.
Because the organizational documents and bylaws describe
the purposes for which the chapter was formed and contain
other provisions that affect the chapter’s qualification for
exempt status, these documents and the application for
exemption must be prepared carefully with the advice
and assistance of legal counsel. Chapters officers and
administrators are strongly encouraged to contact the
Division of Member Services for assistance.
Federal Tax Returns
After a chapter is organized, it should obtain a federal
taxpayer identification number and determine its tax year.
Even after its tax-exempt status has been established, a
chapter normally will have to file an information return with
the IRS each year and, if it has unrelated business income,
may have to file a tax return and pay tax on that income.
Returns for Chapters
That Are Not Private Foundations
Exempt chapters that normally have gross annual receipts
in excess of $25,000 must file an information return on IRS
Form 990 by the 15th day of the fifth month after the end
of the chapter’s tax year. Thus, a chapter that uses a calendar
fiscal year must file its return by May 15. If a chapter is
exempt under Section 501(c)(3), it must also file Schedule A
to Form 990. The return must be filed even if the chapter has
claimed, but has not yet obtained, an exemption. Form 990
S e c t i o n C- 8
requests information concerning the sources and amounts of
the chapter’s gross receipts (including dues and contributions),
its expenses and disbursements, its assets and liabilities, its net
worth, and certain other aspects of its activities. Form 990
can be obtained from IRS offices.
Federal Tax Returns for Chapters with
Unrelated Business Taxable Income
In addition to the Form 990 informational return, an
exempt chapter that has earned more than $1,000 from a
regular trade or business that is unrelated to the purpose for
which its exemption was granted must file IRS Form 990-T.
On this form, which must be filed by the 15th day of the
fifth month following the end of the chapter’s tax year, the
chapter reports its unrelated business income and computes
the amount of tax owed. Revenues are considered unrelated
if they are: from a business; are regularly carried on (more
than once per year); or they are unrelated to the chapter’s
exempt purpose. Although the definition of unrelated
business income is fairly simple, there are many cases and
IRS rulings interpreting these rules. Whether a particular
activity will generate unrelated business income depends on
the facts of the situation. A chapter should consult its tax
advisor or attorney with specific questions concerning this
issue. Any advertising income from a chapter publication is
almost certain to be considered unrelated business income by
the IRS, unless it is generated in connection with a once-ayear activity. Another focus of recent IRS attention has been
corporate sponsorship payments. Payments from corporate
sponsors will be considered advertising income to a chapter
unless the chapter meets special guidelines. In general, a
chapter may acknowledge its thanks to the corporate sponsor
by displaying the sponsor’s name, address, and phone number
in a printed program, or on placards or banners, and may
even note the sponsor’s product line. However, the chapter
may not make any qualitative assessments of the sponsor’s
product or services or ask members or the public to purchase
products or services from the sponsor. The law contains many
traps, and a chapter receiving corporate sponsorship income
should consult with its tax advisor or attorney. For example,
sponsorship of a periodical may result in taxable income.
Guidelines for chapters concerning corporate sponsorship
income and exhibitor income are provided in Section J,
Appendix 2.
Failure to File
Failure to file necessary returns in a timely manner may
subject a chapter to penalties.
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
S e c t i o n C- 9
1099 Guidelines
Records Retention
The Internal Revenue Service requires Chapters to issue
a Form 1099 to an individual paid more than $600.00
per calendar year, who is not an employee. This includes
consulting fees, speaking engagement fees, honoraria, and so
forth. The 1099 form must be mailed to each recipient on or
before January 31st of the year following the expense. Failure
to provide recipients with this form may subject a Chapter to
penalties.
The term “records” includes incorporation documents,
minute books and records of activities, correspondence,
employee-related information, and any paper (or electronic/
magnetic record) that in any way relates to the chapter or its
activities. Chapters must decide when records should be kept
or discarded. Because of the range of records and because
each chapter is subject to different state laws, preparing
a comprehensive record retention schedule has not been
included in the Guidebook. However, it would be advisable
for each chapter to develop a written record retention
schedule that would be applicable both to it and to all persons
who serve the chapter in an official capacity. This schedule
will help to ensure that records needed to comply with
regulatory requirements are available for inspection and that
unnecessary records do not clutter the files. This schedule also
will show that the chapter has made systematic judgments
about retention and disposal of records based on usefulness
and applicable law.
Records should be kept in a safe place. Records include
bylaws and standing rules, originals along with dated copies
of each revision; tax returns (990 forms and 990T forms with
attachments); audited/reviewed annual financial statements;
membership lists and records; bookkeeping journals and
ledgers; employee personnel records; staff pension records;
minutes of board meetings; financial policies/guidelines;
U.S. federal tax reports on lobbying expenditures; historical
records (archives); and property titles, liens, and evidence of
their removal.
Items in current use should be accessible in labeled files.
Even though insurance policies, equipment warranties,
or maintenance contracts do not need to be maintained
permanently, these documents should be filed with other
important documents. Consider keeping the minutes of
meetings in bound books or in three-ring binders.
Following is a suggested retention schedule. This schedule
will help Chapters to have the appropriate documents
available both for the organization’s work and for audit
purposes and provides history and backup for decisions.
Bookkeeping, budgets, and financial controls
Chap ter Gu i debook
S e c t i o n C-10
Records retention schedule c
Item
7 years
Contracts
X
Leases & property titles
X
Petty cash vouchers & Expense reports
X
Canceled Checks & Bank Statements
X
Budget & Financial Reports
X
Payroll Records
X
Cancelled Paychecks
X
Tax records (US: W-2s, W-9s, 1099s)
X
5 years
Organization Budgets
X
Financial Forecasts
X
3 years
Expired Insurance Policies
X
Equipment purchase receipts and repair records
X
Deposit Slips
X
Bills rendered
X
Receipted bills
X
Treasurer’s reports
X
General correspondence
X
SOURCE: Money Rules! (2000, Association of Junior Leagues International, Inc.)
Nonprofit organizations that do not have offices can rent fireproof storage units in which to
keep these records. Computer files should be backed up periodically and stored off site.
Chap ter Gu i debook
Bookkeeping, budgets, and financial controls
S e c t i o n C-11
A ppendix 1
Sample Budget Worksheet
2005
Budget
2005 Actual
at 10/31
2005
Estimate
2006 Proposed
Budget
Dues
$10,000
$10,200
$10,200
$10,700
Annual meeting
$3,000
$2,500
$2,600
$2,700
Monthly meetings
$600
$500
$600
$750
Interest
$800
$750
$900
$950
Total revenues
$14,400
$13,950
$14,300
$15,100
Salaries
$6,000
$5,000
$6,000
$6,200
Office supplies
$300
$259
$325
$350
Postage
$300
$198
$230
$300
Mailing labels
$160
$145
$160
$175
Annual meeting
$2,700
$2,690
$2,690
$2,800
Monthly meetings
$600
$585
$685
$750
Transfer to reserve
$3,900
$3,250
$3,900
$4,000
Total Expenses
$13,960
$12,127
$13,990
$14,575
Net surplus (deficit)
$440
$1,823
$310
$525
Revenues
Expenses
General office
Other
Officers and Council
Chapter Guidebook
S e c t i o n D -1
Officers and Council
Chapter bylaws should clearly specify the leadership and governance structure of the chapter, including the terms of office for
each officer and general nomination and election procedures. Customarily, the officers of the chapter—who must be affiliated
with the College—include:
President
President-Elect or Vice-President(s)
Elected members of the council
Treasurer*
Secretary*
* The offices of secretary and treasurer may be combined.
Only active members may be officers of the chapter. Also,
state laws may require that a chapter have certain designated
offices. Some state laws also specify that certain offices may
not be held simultaneously by one person.
•Reliability of financial reporting
With regard to elections of officers and council members and
the appointment of other chapter leaders, chapters should
comply with the College’s Statement on Diversity, which was
adopted by the Regents in August 2001 as follows:
•Safeguarding of all Chapter assets
The American College of Surgeons wishes to promote
full participation in College activities by all surgeons;
young surgeons, women surgeons, surgeons from
minority groups, and surgeons from all practice venues.
The College strongly supports and is committed to
ensuring pluralism and equal opportunity which
recognizes and respects the diversity of its members in
order to maintain the highest standards of leadership
in the profession. Specific recruitment of Fellows from
under-represented groups within the American College of
Surgeons, including women, minorities, young surgeons,
and private practitioners, is essential to maintain the
strength of the College.
Furthermore, the American College of Surgeons will
underscore this commitment to diversity by ensuring that
meaningful positions of leadership within the College
are held by Fellows derived from all groups of members,
including young surgeons, women surgeons, surgeons of
minority origin, and surgeons from all types of surgical
practices. Nominations for leadership positions should be
based on individual qualifications, willingness and ability
to participate in and attend meetings, and expertise.
All Chapter Officers and Council members are responsible
for ensuring that proper financial controls are utilized.
Internal financial control is defined as a process, affected
by an entity’s Officers and Council members, designed to
provide reasonable assurance regarding the achievement of
objectives in the following categories:
•Compliance with applicable laws and regulations
•Effectiveness and efficiency of Chapter operations
President
Most chapters provide for a sequential advancement through
the officer structure of the chapter before a Fellow can be
considered a candidate for the office of president. This
advancement may come through service on committees of the
chapter or the College or through active participation in the
affairs of the chapter council or governing body.
A chapter president is usually elected for a term of one or
two years. A candidate for chapter president should possess
qualities of leadership and a keen desire to further the aims
and objectives of the chapter and the College.
Chapter presidents and secretaries are invited to attend the
annual meeting of the ACS Board of Governors held in
conjunction with the annual Clinical Congress. By doing
so, they gain firsthand knowledge of the activities of the
Board and its Committees on Blood-borne Infection and
Environmental Risk, Chapter Activities, Fiscal Affairs,
Physician Competency and Health, Socioeconomic Issues,
and Surgical Practice in Hospitals and Ambulatory Settings.
Chapter officers also are invited to other periodic national
College meetings, such as the Chapter Leadership
Conference, to exchange information on ACS programs and
activities, chapter management, and leadership development.
Chapter Guidebook
Duties of the President
The position of president holds two central responsibilities:
First, to keep the chapter focused on meeting its goals as well
as the goals of the College; second, to oversee the officers
and committees of the chapter. In keeping with these general
aims, the duties of a chapter president might be as follows:
1. Monitor the progress of the chapter in view of its goals
and objectives.
2. Preside at the annual meeting of the chapter and all
meetings of the council or governing body.
3. Serve as a spokesperson for the chapter in representing
the interests of surgery at the state or provincial and
community levels.
4. Extend chapter influence by maintaining good
relations with other chapters, state or provincial
medical associations, and lay organizations.
Officers and Council
S e c t i o n D -2
3. Coordinate the activities of the council in nominating
Governor(s)-at-Large. In April of each year, the
secretaries of chapters where Governor-at-Large
vacancies will occur will receive one nomination form
for each pending vacancy or new seat. Upon receipt of
the form(s), the secretary should:
• Complete and submit the nomination form(s) to the
ACS Division of Member Services after the chapter
council has nominated Governor(s)-at-Large.
• Determine if the balloting by the chapter council will
be through a council meeting, telephone conference,
or correspondence.
• Conduct the actual balloting for Governor nominees.
• Tabulate the votes of the council members and list a
nominee and an alternate for each vacancy.
• Confirm the final nominee (or slate of nominees)
with the council.
5. Appoint appropriate chapter committees; provide
guidance to committees to enable them to fulfill their
responsibilities.
• Complete and sign the nomination form(s) and
return it to the ACS Division of Member Services
in June.
6. Designate a senior vice president or other officer
to perform the duties of the president in his or
her absence.
(Note: For more information on chapter responsibilities in nominating
Governors-at-Large, see Appendix 1 to this section.)
7. Keep current with new information and policies
from the College; communicate the information to
chapter members.
8. Maintain a close relationship with the College
in conducting chapter activities and programs;
communicate local needs and ideas to the College.
The ACS Nominating Committee of Fellows is
responsible for final selection of Governor nominations
during the annual Clinical Congress. All final Governor
nominations are voted on by the Fellows attending the
Annual Meeting of Fellows at the Clinical Congress.
The duties of the secretary include:
4. Maintain a current roster of all Fellows of the College
within the chapter’s geographic area, noting those
Fellows who are members of the chapter. Each year,
the Division of Member Services distributes a roster to
each chapter secretary or chapter administrator listing
all Fellows, Associate Fellows, Resident Members, and
Medical Students residing in each specific chapter
area. A list of each year’s Initiates also is forwarded to
each chapter immediately before and after the Clinical
Congress.
1. Record, distribute, and maintain minutes of all
meetings of the chapter and its council or governing
body.
5. Distribute to members of the chapter meeting notices,
reports, and additional communications as requested
by the chapter council.
2. Submit the chapter’s Annual Meeting Report to the
ACS Division of Member Services (on forms provided
for this purpose) within 10 days after the chapter’s
annual meeting. The Annual Meeting Report should
include copies of all minutes of the meetings of the
council or governing body, minutes of the business
session at the annual meeting, a year-end financial
statement, and an annual meeting program. (See pages
B-13 and B-14.)
6. Coordinate printing and distribution of the chapter
scientific program and the chapter newsletter.
9. Represent the chapter at national meetings.
10. Recognize the achievements of chapter members.
Secretary
7. Arrange, as necessary, for meeting sites and facilities
for chapter meetings and committee meetings.
This should be done at least six months prior to the
meeting, when possible.
Chapter Guidebook
8. Notify the ACS Division of Member Services of
future chapter meeting dates and places sufficiently in
advance of the meeting (at least four months) so that
the meeting can be publicized in the Bulletin of the
American College of Surgeons. The name, address, and
phone number of a contact person for the meeting also
should be included.
9. Distribute pertinent College communications
to chapter officers, council members, and other
surgical leaders.
Secretary-Treasurer
Many chapters combine the offices of secretary and treasurer
and elect one Fellow to assume the responsibilities of both
offices simultaneously. Electing separate Fellows to these
offices, however, is equally appropriate. The secretarytreasurer is usually elected for a term of three years and
may be reelected for additional terms if the chapter’s bylaws
permit.
Treasurer
The duties of the treasurer include:
1. Administer the funds of the chapter.
2. Distribute dues notices and periodically review with
the council any delinquent members.
3. Maintain accurate financial records of all expenses
and revenues and retain all bank statements and
canceled checks.
4. Maintain records of all authorizations for
disbursements of funds.
5. Prepare necessary financial reports, including tax
returns, for review by the council as well as by state
and federal revenue agencies. (Note: These reports
may be prepared for the treasurer by an accountant.)
6. Secure necessary council authorization to open and
maintain checking and savings accounts and signature
authorizations. Banks usually are willing to assist with
the necessary signature cards and forms of resolution.
7. Respond to inquiries from members about
financial matters.
Officers and Council
Sec tion D -3
Chapter Administrator/Executive
Secretary
Chapters may employ personnel to assist in fulfilling the
secretary’s responsibilities, as well as managing the day-to-day
activities of the chapter. County or state medical societies
can often offer knowledgeable part-time staff to assist the
secretary in maintaining membership records, completing
and filing appropriate tax forms, reproducing and mailing
meeting notices, contracting for meeting sites and performing
other duties in conjunction with the chapter’s programs,
and handling other administrative responsibilities. Many
chapters employ a part-time chapter administrator to
handle these responsibilities. Whether the chapter contracts
for outside clerical or administrative help, the chapter
secretary retains responsibility for overseeing the chapter’s
administrative functions.
President-Elect or Vice-President
Many chapters have adopted the “president-elect” system
to provide for the orderly progression of the president-elect
to the presidency a year after election. In some chapters,
the vice-president progresses to the presidency. Still other
chapters provide for progression from vice-president to
president-elect and then to president. All of these practices are
acceptable. The presidential designee should use the period
prior to assuming the presidency to prepare for assuming this
leadership role.
Regardless of the chapter’s system of progression, the bylaws
should clearly provide for the individual next in line to
assume the president’s duties and responsibilities if the
president is unable to complete the term or is absent at the
time of a called meeting of the council or chapter.
The president-elect, the vice-president, or both usually are
members of the council or governing body of the chapter.
Council
All chapters have elected councils, which serve as the chapter’s
governing body. Some chapters, however, have designated
their governing bodies as the board of trustees or board of
directors. In this Guidebook, the term council is synonymous
with other designations for the chapter governing body.
The council is responsible for managing the business
affairs of the chapter between chapter annual meetings.
Council members should represent surgical specialties,
as well as general surgery. Geographic representation of
council members also may be a consideration, as well as
representation of undergraduate and graduate surgical
education interests located in the chapter’s area. Where
possible, representative young surgeons should be considered
as potential candidates for election to the council.
Chapter Guidebook
When seeking nominations for election to the council, the
nominating committee should seek Fellows who are highly
interested in the activities of the chapter and who are willing
to contribute actively to the development and initiation of
chapter programs.
The size of the council is determined by the chapter’s bylaws.
Ideally, the council’s voting members should include:
• President
• President-Elect and/or Vice-President
Officers and Council
Section D-4
Duties of the Council
1. Assist the officers in conducting the business of
the chapter.
2. Establish dues structure, subject to approval by chapter
Fellows at the chapter’s annual meeting.
3. Recommend changes in chapter bylaws, subject to
approval by the ACS Board of Regents.
• Secretary-Treasurer (or both if these are separate offices)
4. Meet at least twice annually, once in conjunction with
the annual meeting of the chapter.
• Three, six, or nine elected councillors whose elections are
staggered to provide for overlapping terms of service
5. Conduct telephone conference calls as appropriate, and
communicate electronically as required.
• Recent past officers (with or without voting privileges,
depending on the chapter’s bylaws)
6. Advise the chapter president regarding committee
appointments and make recommendations concerning
the organization of new chapter committees.
To ensure strong liaison and communication between the
College and the chapter, College policy stipulates that
the following individuals also should serve as ex-officio
members of the chapter council:
• Governor(s)—College policy recommends that the
Governor(s) have voting privileges (see Duties of a
Governor, pages G-2 and G-3.)
• Chair of the College’s State or Provincial Committee on
Trauma—with or without voting privileges, depending on
the chapter’s bylaws
• Chair of the State Cancer Liaison Program—with
or without voting privileges, depending on the
chapter’s bylaws
(Note: For a description of the duties of the State Cancer Liaison Program
Chair and the Chairperson of the State/Provincial Committee on Trauma, see
Appendices 2 and 3 to this section.)
In addition to these individuals, representatives from the
following groups also should be considered:
• Young surgeon representative
• Resident-Associate Society representative
• Chairs of the chapter’s various committees
• Representative from the National Medical Association–
Surgical Section
• Representative from the Association of Women Surgeons
(AWS); the responsibilities of these representatives, as
defined by the AWS include (1) get involved in the chapter;
(2) serve on the nominating committee; (3) with chapter
approval, host a networking breakfast or reception; (4)
contact AWS members who are not chapter members
to encourage them to join; and (5) identify and
recommend AWS members to serve in chapter leadership
and senior positions.
7. Receive reports from:
• Governor(s)
• Chapter officers
• Chapter committee chairs
• Young surgeon representative(s)
• Resident-Associate Society representatives
• AWS representatives
• State specialty society representatives
• Chairs of trauma and cancer committees or Cancer
Liaison Fellows
• College officials or staff, if invited to participate
• Others
8. Recommend date(s) and place(s) of next annual
meeting of the chapter.
9. Nominate Governors-at-Large with the chapter
secretary’s direction.
10. Conduct such other business within the authority of
the council as determined by its bylaws or articles of
incorporation.
Chapter Guidebook
11. Establish the agenda for the annual meeting of the
chapter’s business session. The agenda should include
the following items of business:
• Call to order by the president
• Approval of minutes of previous meeting(s)
• Report of secretary-treasurer with appropriate
motions for approval after discussion
• Report of the Governor(s) with appropriate
discussion following the report
• Reports from chapter committee chairs with time for
discussion, if necessary
• Report from the council with time for discussion
• Remarks from guests, if appropriate
• Report of chapter Nominating Committee’s
recommendations and elections of officers
• Report of the young surgeon representative(s)
• Report of the Resident-Associate Society
representatives
• Old business
• New business
• Adjournment
This suggested agenda may be altered as required by the
individual chapter’s bylaws.
Executive Committee
The executive committee of the council consists of the
officers of the chapter. During the intervals between meetings
of the council, the executive committee exercises the power
of the council in managing and directing the business
of the chapter. The executive committee cannot elect
members of the chapter, amend bylaws, or regulate fees,
dues, or assessments.
Officers and Council
Sec tion D -5
Multiple-Chapter
Coordinating Councils
College policy suggests that in states or provinces with more
than one chapter, a multiple-chapter coordinating council
should be established. Multiple-chapter coordinating councils
(MCCCs) should not be confused with chapter councils,
which are responsible for managing the business affairs of
their individual chapters. Representation on the MCCCs
should include the presidents, secretaries, and Governors of
the chapters involved.
MCCCs serve as communications links among the
various chapters within the state and, with the advice of
the Governors, help to coordinate activities and promote
cooperation among the chapters. MCCCs can be especially
effective in addressing state legislative and regulatory
measures affecting surgery, such as professional liability
reforms, state Medicaid issues, health insurance reforms,
state licensing agencies, and others. Also, MCCCs should
be involved with state and federal foundations for quality
improvement, Medicare Carrier Advisory Committees, and
other professional liaison committees. Through the joint
efforts of these MCCCs, the energy and expenses associated
with state-level liaison activities can be shared by all of the
College’s chapters within a state.
Officers and Council
Chapter Guidebook
Section D-6
A ppendix 1
Procedures for Nominating Governors
PROCEDURE
CHAPTER RESPONSIBILITIES IN NOMINATING
GOVER­NORS-AT-LARGE
The Board of Regents has approved the following procedure
for chapters to follow in nominating Governors-at-Large. The
procedure outlines these responsibilities:
1. Each chapter is responsible for nominating
Governors-at-Large for its specific geographic area.
In most instances, chapters nominate Governors-atLarge to represent an entire state, province, or
commonwealth, because the majority of states have
one chapter.
2. In multiple chapter states—New York (5 chapters),
Missouri (2), Pennsylvania (4), Illinois (2), Texas (2),
Florida (3), and California (3)—individual chapters
must nominate Governors-at-Large from within their
geographic boundaries to represent their intrastate
geographic­ areas.
3. Because the Montana/Wyoming Chapter
jurisdictionally covers both states, this chapter
nominates a Governor-at-Large for each of these states.
4. In those areas where no chapter exists—British
Columbia, New Brunswick, Newfoundland, Nova
Scotia, Ontario, Prince Edward Island, Quebec, and
Saskatchewan—Governors-at-Large are nominated
by a nominating committee.
5. The chapter council is responsible for nominating
Governors-at-Large. Nominations should be made
by council members, excluding Governor ex-officio
members eligible for reelection, at the annual meeting
of the council, or if this is not possible, during a
telephone conference call, or by mail/e-mail ballot.
A majority of the voting members of the council
in office at any given time shall constitute a
quorum, which must be present during the meeting
or telephone conference at which candidates
for Governors-at-Large are recommended. A
corresponding majority is also necessary if
nominations are made by mail/e-mail ballot. Chapters
must not submit nominees or alternates whose ACS
membership dues are not current.
6. The chapter secretary will be responsible for tabulating
the votes of council members and listing the
nominee and the alternate receiving the largest
number of council votes. These names will be listed on
the official ACS Governor nomination form,
signed by the chapter secretary, and submitted to
the Director, Division of Member Services. The
Nominating Committee of the Fellows is responsible
for making final nominations for election to the
Board of Governors during its meetings at the Clinical
Congress in October.
7. The Division of Member Services will notify chapter
secretaries when Governor-at-Large vacancies occur
in their respective areas. Nomination forms will be
sent to each chapter secretary in April of each year
for use by chapter councils in nominating Governorsat-Large. Chapter secretaries, in turn, should notify
their members about Governor-at-Large vacancies
and encourage suggestions from chapter members
to be considered by the council when nominating
Governors-at-Large.
The procedure for nominating Governors-at-Large
in countries outside the United States, Canada,
and Mexico stipulates that the College will ballot
individual Fellows in each of these countries where a
chapter does not exist, requesting three nominees in
order of preference.
Candidates for specialty society Governors are
recommended by the specialty organizations they
represent, and the two names (nominee and required
alternate) submitted by an officer of each organization
will be sent to the Nominating Committee of the
Fellows for final nomination.
Officers and Council
Chapter Guidebook
S e c t i o n D -7
CHAPTER SECRETARY RESPONSIBILITIES
PROCEDURE
In April, chapter secretaries of those chapters where
Governor-at-Large vacancies occur will receive one
nomination form for each pending vacancy or new seat.
Upon receipt of these forms, the secretary should follow the
following procedure:
CHAPTER RESPONSIBILITIES IN NOMINATING
GOVERNORS-AT-LARGE
1. Retain the nomination form(s) for completion and
submission to the Division of Member Services
after action is taken by the chapter council to
nominate Governor(s).
2. Determine if the action by the council will be
through a council meeting, telephone conference,
or mail/e-mail ballot.
3. Conduct the actual balloting for Governor nominees
through a council meeting, telephone conference, or
mail ballot.
4. Tabulate the votes of the council members, and list a
nominee and the required alternate for each vacancy.
5. Confirm the final slate(s) of nominees with the
council members.
6. Fully complete and sign the nomination form(s) and
return to the Division of Member Services.
The Division of Member Services will compile all Governor
nominations together with background information and
prepare a summary printout for use by the Nominating
Committee of the Fellows, which is responsible for final
selection of Governor nominations during the Clinical
Congress in October. All Governor nominations are voted
on by the Fellows attending the Annual Meeting of Fellows
during the Clinical Congress.
Note: When a chapter officer is nominated as a Governor, the chapter
should elect a replace­ment chapter officer as soon as possible following the
official election of its nominee as a Governor. The chapter should also
follow this same procedure if a chapter officer is elected to the Board of
Regents. This procedure helps to ensure that leadership positions within the
College will be available to a greater number of Fellows.
Mexico
1. Each chapter is responsible for nominating Governorsat-Large for its specific geographic area. The three
chapters in Mexico are each entitled to a Governor.
2. The chapter council is responsible for nominating
Governors-at-Large. Nominations should be made
by council members, excluding Governor ex-officio
members eligible for reelection, at the actual meeting
of the council, or if this is not possible, during a
telephone conference, or by mail/e-mail ballot. A
majority of the voting members of the council in office
at any given time shall constitute a quorum, which
must be present during the meeting or telephone
conference at which candidates for Governors-at-Large
are recommended. A corresponding majority is also
necessary if nominations are made by mail/e-mail.
Chapters must not submit nominees or alternates
whose ACS membership dues are not current.
3. The chapter secretary will be responsible for tabulating
the votes of council members and listing the nominee
and the required alternate receiving the largest number
of council votes. These names will be listed on the
official ACS Governor nomination form, signed by
the chapter secretary, and submitted to the Director
of the Division of Member Services. The Nominating
Committee of the Fellows is responsible for making
final nominations for election to the Board of
Governors during its meetings at the Clinical Congress
in October.
4. The Division of Member Services will notify chapter
secretaries when Governor-at-Large vacancies or new
seats occur in their respective areas. Nomination
forms will be sent to each chapter secretary in April of
each year for use by chapter councils in nominating
Governors-at-Large. Chapter secretaries, in turn,
should notify their members about Governor-at-Large
vacancies and encourage suggestions from chapter
members to be considered by the council when
nominating Governors-at-Large.
All final Governor nominations are voted on by the
Fellows attending the Annual Meeting of Fellows during
the Clinical Congress.
Chapter Guidebook
CHAPTER SECRETARY RESPONSIBILITIES
In April, chapter secretaries of those chapters where
Governor-at-Large vacancies occur will receive one
nomination form for each pending vacancy. Upon receipt
of these forms, the chapter secretary should follow the
following procedure:
1. Retain the nomination form(s) for completion and
submission to the Division of Member Services after
action is taken by the chapter council to nominate
Governors-at-Large.
2. Determine if the action by the chapter council will be
through a council meeting, telephone conference, or
mail/e-mail ballot.
3. Conduct the actual balloting for Governor nominees
through a council meeting, telephone conference, or
mail/e-mail ballot.
4. Tabulate the votes of the council members, and list a
nominee and the required alternate for each vacancy.
5. Confirm the final slate(s) of nominees with the
council members.
6. Fully complete and sign the nomination form(s) and
return it to the Division of Member Services.
The Division of Member Services will compile all Governor
nominations together with background information and
prepare a summary printout for use by the Nominating
Committee of the Fellows, which is responsible for final
selection of Governor nominations during the Clinical
Congress in October. All final Governor nominations are
voted on by the Fellows attending the Annual Meeting of
Fellows at the Clinical Congress.
Note: When a chapter officer is nominated as a Governor, the chapter
should elect a replace­ment chapter officer as soon as possible following the
official election of its nominee as a Governor. The chapter should also
follow this same procedure if a chapter officer is elected to the Board of
Regents. This procedure helps to ensure that leadership positions within the
College will be available to a greater number of Fellows.
Officers and Council
Section D-8
Chapter Guidebook
Officers and Council
Section D-9
A ppendix 2
The Commission on Cancer State Chair’s Relationship
to the American College of Surgeons State Chapter
Overview
State Chair’s Role with Chapter
Through the Cancer Liaison Program, the Commission on
Cancer (CoC) has a nationwide network of 1,600 Fellows
and physicians representing other specialties involved in
cancer care who provide leadership for local hospital cancer
programs, and 64 state liaison chairs who guide the activities
of these individual physicians and interface with College
chapters and American Cancer Society divisions. These
Cancer Liaison Physicians serve as a primary CoC point
of contact for hospital review and use of data collected by
the CoC’s National Cancer Data Base (NCDB) and special
studies, promotion of approved programs, and collaboration
with the American Cancer Society on data-driven cancer
control initiatives.
State chairs of the Cancer Liaison Program should:
The relationship of the CoC to each chapter is very
important in establishing the CoC’s programs as an integral
and important aspect of chapter activity and of the individual
chapter members. It is difficult for usually busy surgeons
to understand and appreciate the impact of the CoC unless
they are informed of its activities on a regular basis. In order
to facilitate the lines of communication from the CoC to
the chapter, it is important for the state chair of the Cancer
Liaison Program to engage in all or many of the following
activities related to the chapter.
Membership
Recommendations for state chair appointments and
reappointments are submitted to the chapter president for
council consideration by the Cancer Programs staff of the
College. These recommendations are received from the
outgoing state chair and American Cancer Society division
representatives. The chapter council is given the final
responsibility and authority for selecting the individual to be
appointed by the CoC to the role of state chair. State chairs
serve a three-year term and are eligible for reappointment.
Performance is evaluated annually, and results are reviewed
by the CoC Committee on Cancer Liaison. Committee
recommendations for state chair replacements are shared
with the chapter, and performance assessments are shared
regularly with the chapter president for discussion with the
council at the time consideration is being given to reappoint
a state chair.
• Serve as chair of the chapter cancer committee
and/or be recognized by the chapter as the official
CoC representative.
• Serve as an ex-officio member of the chapter council
(with or without voting privileges, depending on the
chapter’s bylaws).
• Submit a written and/or verbal report for council
meetings and verbally report on activities to the chapter
at the annual meeting to the full membership.
Chapter Council and Annual Meeting
Report Components
• A list of CoC-cancer programs recently approved
or reapproved
• New Cancer Liaison Physician appointments
and reappointments
• CoC activity, for example, present state data on patterns of
care and outcomes from the National Cancer Data Base,
report on CoC-approved cancer program participation
in the Facility Information Profile System (FIPS) datasharing effort with the American Cancer Society, report on
changes to the CoC’s cancer program or data standards;
report on new CoC programs or initiatives, and report
on involvement in cancer control initiatives taking place
within the state.
Chapter Guidebook
Additional State Chair Responsibilities
• Communicate regularly with Cancer Liaison Physicians in
the state.
— Contact and provide an orientation to newly
appointed Cancer Liaison Physicians.
— Send an update on CoC activities, collaborative
activities with the American Cancer Society, and
chapter activities.
— Hold an annual meeting with Cancer Liaison
Physicians to exchange information.
— Assist hospital cancer programs.
• Monitor participation in the Facility Information
Profile System (FIPS) and data submissions to the
National Cancer Data Base.
• Assist with Cancer Liaison Physician
appointments.
• Participate in a CoC cancer program survey.
• Assist struggling programs with deficiency
resolution.
• Identify and recruit new facilities for the
CoC Approvals Program.
• Conduct quarterly evaluation of Cancer Liaison
Physician performance, and take corrective action,
if needed.
— Participate in collaborative activities.
• Access and use the NCDB Benchmark Reports
for the state. Identify areas for improvement, and
work with state groups to plan interventions.
• Participate/provide leadership by regularly meeting
and working with the American Cancer Society
cancer control staff and other state-based groups
involved in cancer control planning initiatives.
• Serve as a resource to state groups or hospitals to
make presentations on behalf of the CoC.
• Attend the annual state chair and CoC meetings
to gain insight and direction regarding the role.
• Complete an annual report of activities.
For the CoC to be effective in its goal to decrease morbidity
and mortality from cancer, it is essential that the state
chairs become visible, productive, and active volunteers
within each chapter.
Officers and Council
S e c t i o n D -10
Chapter Guidebook
Officers and Council
S e c t i o n D -11
A ppendix 3
Committee on Trauma: Responsibilities of State Chairs
of State/Provincial Committees
Chairs of State/Provincial Committees
Role of State/Provincial Chair
Chairs are appointed through the office of the Trauma
director by the chair of the ACS Committee on Trauma
(COT) following nomination by the appropriate region
chief and approval of the chair of the regional committees.
Nomination of a state/provincial chair by a region chief
requires consultation by the region chief with the president
of the respective state chapter of the American College of
Surgeons. A state/provincial committee chair is appointed
for a period of three years. Reappointment for a second
three-year term may be recommended by the region chief in
consultation with the chair of the regional committees.
State/provincial committees on trauma traditionally
consider issues relating to all aspects of trauma surgery, that
is, prehospital, emergency department, operating theater,
intensive care, and rehabilitation within the state/province.
The scope of the se components includes patient care,
education, and research.
By College policy, state/provincial chairs are to serve on their
chapter councils, which provides the chair an opportunity to
inform the members of trauma activities and to coordinate
with other chapter activities.
Chapter Guidebook
Specific Duties of State/Provincial Chair
1. State/Provincial Committee on Trauma The
chair should identify, recruit, and maintain individuals
who are capable and interested in serving as members,
associates, or advisors on their committees. This
effort should include surgeons from hospitals that are
trauma centers, as well as hospitals that are not. The
committee should be involved in all trauma-related
activities and convene formally, at least annually,
to discuss progress and establish priorities for its
state/province.
2. A dvanced Trauma Life Support® Courses The
chair must be an ATLS instructor and should establish
ATLS courses sufficient to meet the needs of the
state/province. The chair must approve all ATLS
courses and ensure their quality. American College
of Surgeons stipulations are published in the ATLS
Instructor Manual. The chair should communicate
directly with the ATLS section if there is any known
or potential deviation from these regulations.
3. Surgical R esidents Trauma Papers Competition
The chair should solicit abstracts and organize the
formal Residents Trauma Papers Competition,
providing a winning paper from the state/province
to the respective region chief. Guidelines for this
competition are detailed in the Call for Abstracts
distributed from Trauma each spring.
4. Capital Program The chair is responsible for
annually submitting a confidential list of capable
trauma surgeons in the state/province to the COT
Capital Program director and providing necessary
changes as soon as recognized. The White House
may contact the chair directly to verify the listing for
anticipated visits.
Officers and Council
S e c t i o n D -12
5. Trauma Legislation The chair should formalize
a list of existing legislation that addresses trauma
systems (designation, triage, reimbursement, registry,
and so on) and injury prevention, (seat belt, helmet,
alcohol, gun control, and so on). The COT is
developing a library of model legislation collated from
all states/provinces. This information is available to
chairs to assist them in composing new legislation, as
well as testifying for its support.
6. Educational Programs The chair should
encourage trauma-related education in the state/
province, which may consist of providing a course/
symposium or cosponsoring a program given by
another organization. Cosponsorship can be provided
by the state/provincial committee, but this is
specifically not to be construed as cosponsorship by
the American College of Surgeons. Support may be in
the form of financial assistance, providing speakers,
or supplying a mailing list. Endorsing a program
implies that the chair has reviewed the material to be
presented and that it does not conflict with principles
advocated by the ACS. The program brochure should
acknowledge support of the state/provincial COT but
should not include the ACS seal unless specifically
approved by ACS Trauma.
7. Injury Prevention The chair shall encourage
and support injury prevention efforts in the state/
province. This support may consist of providing
educational materials, speakers for community
program development, and utilizing the resources of
the COT office. Development of strong cooperative
efforts with other organizations that address injury
control and prevention is encouraged. Cosponsorship
can be provided by the state/provincial committee for
both injury prevention programs and injury control
legislation, but this is specifically not to be construed
as cosponsorship by the ACS. Endorsement implies
that the chair has reviewed the issue/program and that
it does not conflict with the principles advocated by
the ACS.
Cha p ter By l aws
Chapter Guidebook
S e c t i o n E -1
Chapter Bylaws
These model bylaws can be used by chapter officers and the chapter’s legal counsel as a general guideline when drafting bylaws.
The sample language does not need to be followed verbatim, and the suggested bylaws can and should be varied to reflect the
particular requirements of each chapter. The College’s legal counsel reviews each chapter’s bylaws, including amendments, and
chapter officers are encouraged to submit proposed revisions to the Division of Member Services.
International chapter officers need to note that sections relating to Associate Fellows, Resident Members, and Medical Students
(Article II) do not apply, because these categories of affiliation with the College are not available to international surgeons.
Please refer to Sections D and F of this Guidebook for guidance when drafting the provisions of the bylaws describing the duties
of the officers, the council, and the committees.
Suggested Bylaws for Local Chapters
BYLAWS OF
THE [name of] CHAPTER
OF THE AMERICAN COLLEGE OF SURGEONS
ARTICLE I
Name and Purpose
Section 1 – Name.
The corporation [association, if unincorporated] shall be known as the
Surgeons (hereinafter referred to as the “Chapter”).
Chapter of the American College of
Section 2 – Purpose.
[Note: The purpose clause should be the same as the purpose clause in the Chapter’s Articles of Incorporation. It will differ depending
on whether the organization is a Section 501(c)(3) organization or a Section 501(c)(6) organization.]
[A suggested purpose clause for a Section 501(c)(3) chapter is as follows:]
The purposes of the corporation are educational and charitable within the meaning of Section 501(c)(3) of the Internal Revenue
Code of 1986, as amended, including but not limited to elevating the standards of surgery and educating the public and the
profession with respect to surgical care.
[For a Section 501(c)(6) organization, the following is a suggested purpose clause:]
The purposes of the corporation are educational and professional within the meaning of Section 501(c)(6) of the Internal
Revenue Code of 1986, as amended, including but not limited to elevating the standards of surgery and educating the public
and the profession with respect to surgical care.
[Note: The bylaws of the chapter should be reviewed by counsel practicing in the state whose laws are applicable to be certain that
the bylaws comply with that state’s laws. For example, the laws of most states will specify a minimum number of directors (council
members), a minimum number for a quorum, and a minimum amount of time for meeting notices. Such laws may not permit
provisions for action without a meeting as set forth in Article III, Section 7 and Article IV, Section 9.]
Chapter Guidebook
Cha p ter By l aws
S e c t i o n E -2
ARTICLE II
Members
Section 1 – Classes of Members.
The Chapter shall have two classes of members: active and affiliate. The qualifications for membership in the respective classes
is as follows:
(a) Active Members:
Active members shall be Fellows and Associate Fellows of the American College of Surgeons residing or practicing in the
[designate area] who apply for membership in the Chapter and agree to comply with its bylaws.
(b) Affiliate Members:
Affiliate members shall be Medical Students and Resident Members of the American College of Surgeons residing or practicing
in the [designate area] who apply for membership in the Chapter and agree to comply with its bylaws.
An application procedure for obtaining active and affiliate membership shall be established by the council.
Section 2 – Election of Members.
[A procedure for election at the annual meeting of the members should be outlined. However, if all Fellows and Associate Fellows,
Resident Members practicing or residing in the area, and Medical Students are automatically members upon application and payment
of dues, no election procedure need be set forth.]
Section 3 – Voting and Office-Holding R ights.
Only active members of the Chapter shall be eligible to vote and hold office in the Chapter. Affiliate members shall be eligible to
serve on the committees of the Chapter.
Section 4 – Termination of Membership.
Membership in the Chapter shall terminate:
(a) upon the receipt by the council of the written resignation of a member;
(b) upon the failure of a member to pay dues for a period of two consecutive years after such member shall have been
notified in writing of such delinquency;
(c) upon the failure of a member to attend the annual meeting of the members for three consecutive years; or
(d) in the case of an active member, when such member shall cease to be a Fellow or Associate Fellow of the College, and
in the case of an affiliate member, when such member shall cease to be a Resident or Medical Student of the College.
Section 5 – R einstatement of Membership.
A person whose membership in the Chapter has been terminated due to nonpayment of dues may be reinstated upon payment
in full of such dues owing to the Chapter. An active member, whose membership in the Chapter has been previously terminated
due to such member’s ceasing to be a Fellow or Associate Fellow of the College, may be reinstated as a Fellow or Associate
Fellow of the College. An affiliate member, whose membership in the Chapter has been previously terminated due to such
member’s ceasing to be a Medical Student or a Resident Member of the College, may be reinstated upon reinstatement to the
Resident Membership of the College. Reinstatement shall be by action of the council.
Chapter Guidebook
Cha p ter By l aws
Sec tion E-3
ARTICLE III
Meetings of Members
Section 1 – A nnual Meeting.
An annual meeting of the members of the Chapter shall be held in the month of
in each year, beginning with
the year 20__, for the purpose of electing officers and councillors and for the transaction of such other business as may come
before the meeting. If the annual meeting is not held during such month, the council shall cause it to be held as soon thereafter
as may be convenient.
Section 2 – Special Meetings.
Special meetings of the members may be called at any time either by the president or by the council [or by some percentage of
the entire membership or the voting membership. Note: The applicable not-for-profit corporate statute may provide that a certain
percentage of the membership has the right to call a special meeting.]
Section 3 – Notice of Meeting.
Written or printed notice stating the place, day, and hour of the meeting and, in the case of a special meeting, the purpose or
purposes for which the meeting is called, shall be delivered to each member not less than
days nor more than
days
before the date of the meeting, either personally or by mail, by or at the direction of the president or the secretary or the officer
or persons calling the meeting. If mailed, such notice shall be deemed to be delivered when deposited in the United States mail
with postage thereon prepaid, addressed to the member at his or her address as it appears on the records of the Chapter. [Note:
State law may require that notice of meetings be delivered within a certain period in advance of the meeting and its requirements should
be reviewed.]
Section 4 – Voting Lists.
The officer having charge of the membership book of the Chapter shall make before each meeting of members a complete list of
members entitled to vote at such meeting, arranged in alphabetical order.
Section 5 – Quorum.
A majority [or some lesser percentage or number if it is anticipated that generally only some lesser percentage or number of the voting
members will be present at meetings] of the voting members of the Chapter shall constitute a quorum at any meeting of the
members; provided that if less than a quorum is present at said meeting, a majority of those present may adjourn the meeting to
another time without further notice.
Section 6 – M anner of Acting.
The act of a majority of the voting members present in person at a duly called meeting at which a quorum is present shall be the
act of the members, unless the act of a greater number is required by statute, the Articles of Incorporation, or these bylaws.
Section 7 – Informal Action by Membership.
Any action required by statute, the Articles of Incorporation, or these bylaws to be taken at a meeting of members of the
Chapter may be taken without a meeting if a consent in writing, setting forth the action so taken, shall be signed by all the
members entitled to vote with respect to the subject matter thereof.
Chapter Guidebook
Cha p ter By l aws
Sec tion E- 4
ARTICLE IV
Council
Section 1 – General Powers.
The property and affairs of the Chapter shall be managed by its council.
Section 2 – Composition.
The council shall consist of the officers of the Chapter, councillors elected by the members of the Chapter, Governors of the
College, the chair of the cancer committee or cancer liaison Fellows residing in the area, and the chair of the College state or
provincial trauma committee. [Chapters may wish to have the immediate past president serve as a member of the council. Also, the
College recommends that state-level chairs of the cancer committee or cancer liaison Fellows and state or provincial trauma committee
be considered ex-officio members of the council. Finally, chapters may wish to expand the council by including a young surgeon
representative, a representative from the Association of Women Surgeons, the chair of the membership committee, as well as others that
reflect the diversity of the chapter’s membership.]
Section 3 – Election and Term of Office of the Councillors.
The councillors of the Chapter shall be elected by the members at the annual meeting of the members. At the first annual
meeting of the Chapter, each group of three councillors shall be elected as follows: one to serve for a term of three years; one to
serve for a term of two years; one to serve for a term of one year. To maintain this rotation, at each annual meeting thereafter,
one councillor shall be elected for a three-year term to replace each retiring member. [If desired, all councillors may be elected to
serve simultaneous terms.]
Section 4 – Annual Meeting.
The annual meeting of the council shall be held without notice other than required by these bylaws immediately after [or
immediately preceding] and at the same place as the annual meeting of the members.
Section 5 – Special Meetings.
Special meetings of the council may be called by or at the request of the president or any [specify number] council members. The
person or persons authorized to call special meetings of the council may fix the place for holding any such special meetings.
Section 6 – Notice.
Written or printed notice of any special meeting of the council shall state the place, day, and hour of the meeting and the
purpose or purposes for which the meeting is called. Such notice shall be given to each member of the council at least _______
days before the date of the meeting, either delivered personally or mailed to each member of the council at his or her address as
shown in the records of the Chapter. If mailed, such notice shall be deemed to be delivered when deposited in the United States
mail in a sealed envelope so addressed, with postage prepaid.
Section 7 – Quorum.
A majority of the members of the council shall constitute a quorum for the transaction of business at any meeting of the council,
provided that if less than a majority of the members is present at any meeting, a majority of the members of the council present
may adjourn the meeting to another time without further notice.
Section 8 – M anner of Acting.
The act of a majority of the members of the council present at a duly called meeting at which a quorum is present shall be the
act of the council, unless the act of a greater number is required by statute, the Articles of Incorporation, or these bylaws.
Section 9 – Meetings by Conference Call.
Council members and non-councillor committee members may participate in and act at any meeting of the council or
committee through the use of a conference telephone or other communications equipment by means of which all persons
participating in the meeting can communicate with each other. Participation in such meeting shall constitute attendance and
presence in person at the meeting of the person or persons so participating.
Chapter Guidebook
Cha p ter By l aws
Sec tion E-5
ARTICLE V
Officers
Section 1 – Officers.
The officers of the Chapter shall consist of a president, one or more vice-presidents [or president-elect], a treasurer, a secretary [or
a secretary-treasurer], and [three, six, or nine] councillors. Only active members may be officers of the Chapter. [State law may
require that a Chapter have certain designated officers. Also, some states specify that certain offices may not be held simultaneously by
one person.]
Section 2 – Election and Term of Office of President, Vice-President, Treasurer, and Secretary.
The president, vice-president [or president-elect], treasurer, and secretary of the Chapter shall be elected annually [biennially or as
the terms expire] by the members at their annual meeting. If the election of such officers shall not be held at such meeting, such
election shall be held as soon thereafter as may be convenient. Each such officer shall hold office until the next annual meeting
of the members and until his or her successor shall have been duly elected and qualified.
Section 3 – Vacancies.
A vacancy in any office, including the office of councillor, may be filled by action of the members of the council at any meeting
of the council. The individual so appointed to fill a vacancy shall serve for the unexpired term of his or her predecessor. [State
law or other considerations may require that such vacancies be filled by the membership.]
Chapter Guidebook
Cha p ter By l aws
Sec tion E-6
ARTICLE VI
Duties of Officers
Section 1 – President.
The president shall be the principal executive officer of the Chapter and shall in general supervise and direct all of the business
and affairs of the Chapter, subject to the direction and control of the council. The president shall preside at all meetings of the
members and of the council. The president shall appoint the members of all special and standing committees of the Chapter.
Section 2 – Vice-President.
The vice-president [or in the event there may be more than one vice-president, each of the vice-presidents] shall assist the president
in the discharge of the duties of the president as the president may direct, and shall perform such other duties as from time to
time may be assigned by the president or the council. In the absence of the president or in the event of the president’s inability
or refusal to act, the vice-president [or the vice-presidents in the order designated or in the order of their election] shall perform
the duties of the president, and when so acting shall have all the powers of and be subject to all of the restrictions upon the
president.
Section 3 – Treasurer.
The treasurer shall be the principal accounting and financial officer of the Chapter and shall (1) have charge of and be
responsible for the maintenance of adequate books of account for the Chapter; (2) have charge and custody of all funds and
securities of the council and be responsible for the receipt and disbursement thereof; (3) deposit all funds and securities of the
Chapter in such banks, trust companies, or other depositories as shall be selected by the council; and (4) in general perform all
of the duties customarily incident to the office of the treasurer and such other duties as from time to time may be assigned by
the president or the council. If required by the council, the treasurer shall give a bond for the faithful discharge of the duties of
that office in such sum and with such surety or sureties as the council shall determine, the cost of any such bond or surety to be
paid from the funds of the Chapter.
Section 4 – Secretary.
The secretary shall (1) have charge of the membership book of the Chapter; (2) prepare before each meeting an alphabetical
listing of all voting members; (3) keep minutes of the meetings of the members and of the council in one or more books
maintained for the purpose; (4) see that all meeting notices are duly given in accordance with statutes, the Articles of
Incorporation, and these bylaws; (5) be custodian of the Chapter’s records and seal; (6) keep a record of the mailing address of
each member of the Chapter; (7) maintain a current roster of all Fellows, Associate Fellows, Resident Members, and Medical
Students residing within the Chapter’s geographic area, including those who are not members of the Chapter; and (8) perform
all duties customarily incident to the office of secretary and such other duties as from time to time may be assigned by the
president or the council.
[Note: The Chapter also may want to include descriptions of specific duties for officers such as the responsibility for generating and
maintaining any records or reports that must be provided to the College by the Chapter, such as an obligation to (1) notify the Division
of Member Services of future Chapter meeting dates, (2) alert the division of new officers after each election, and (3) tabulate the votes
of council members for the nominee and the alternate nominees for Governor-at-Large positions; these names must be listed on the
official ACS Governor nomination form, signed by the chapter secretary, and sent to the Division of Member Services.]
Chapter Guidebook
Cha p ter By l aws
S e c t i o n E -7
ARTICLE VII
Committees
Section 1 – Establishment and Composition.
Committees may be established by resolution of the council adopted at any duly called and constituted meeting. The size,
purposes, and powers of any committee shall be as provided in such resolution. Except as otherwise provided in such resolution,
the president of the Chapter shall appoint the members of each committee. Any member of any committee may be removed by
the president, whenever, in his or her judgment, the best interests of the Chapter shall be served by such removal.
Section 2 – Term of Office.
Each member of a committee shall continue as such until the next annual meeting of the council and until his or her successor
is appointed or until such member’s death, resignation, or removal, or until the committee shall be terminated. [Note: Chapters
may wish to provide for a longer term of office for certain committees, such as the Program Committee.]
Section 3 – Chair.
One member of each committee shall be appointed chair of the committee by the president of the Chapter.
Section 4 – Vacancies.
Vacancies in the membership of any committee shall be filled by appointments made by the president.
Section 5 – Quorum and M anner of Acting.
Unless otherwise provided in the resolution of the council establishing a committee, a majority of the whole committee shall
constitute a quorum and the act of a majority of the members present at a duly called meeting at which a quorum is present
shall be the act of the committee.
ARTICLE VIII
Fiscal Year
The fiscal year of the Chapter shall begin on the first day of January and end on the last day of December of each calendar year.
[Note: The Chapter may select a fiscal year other than a calendar year.]
ARTICLE IX
Dues
Annual dues shall be set by the council at its annual meeting. Additional assessments may be made by the council at any annual
or special meeting. [Alternatively, the dues structure can be written into the bylaws.]
[Note: In establishing dues policy for members, chapters may wish to consider the ACS dues exemption policy, which exempts the
following categories of Fellows from paying dues:
• Fellows who pay dues through their 65th birthday and are awarded “Senior Status”
• Fellows who are bona fide missionaries
• Fellows who have received “Retired” status, which is granted by the Board of Regents. A retired Fellow is a Fellow who is no
longer in medical practice. A Fellow who has been granted this status by the College is no longer billed for annual dues and
receives a special identification card.
All chapters collect dues from active Fellows, and most collect dues from Associate Fellows. Most chapters do not collect dues from
Medical Students or Resident Members. Also, most chapters do not collect the full amount of dues from Retired Fellows.]
Chapter Guidebook
Cha p ter By l aws
Sec tion E-8
ARTICLE X
Rules of Procedure
All questions of procedure regarding the affairs of this Chapter, including the conduct of meetings of the members, the council,
and committees shall be governed by the current edition of Sturgis Standard Code of Parliamentary Procedure, except as
otherwise provided by statute, the Articles of Incorporation, or these bylaws. [Note: A Chapter may use an alternate form of
procedural rules such as Robert’s Rules of Order.]
ARTICLE XI
American College of Surgeons
The Chapter is a legal entity, separate and distinct from the American College of Surgeons. The American College of Surgeons
is not liable for any debts or obligations of the Chapter nor is the Chapter liable for debts or obligations of the American College
of Surgeons.
Neither the Chapter, nor any of its officers or members, is authorized to represent or in any way bind the American College of
Surgeons nor will any of them in any way hold themselves out as being so authorized.
ARTICLE XII
Indemnification
To the full extent permitted by law, unless due to the individual’s gross negligence or willful misconduct, the Chapter may
indemnify[*] any and all of its councillors, officers, or committee members, and every former councillor, officer, or committee
member, for certain expenses and other amounts paid in connection with legal proceedings in which any such person becomes
involved by reason of serving in any such capacity with or for the Chapter. The Chapter may purchase and maintain insurance
on behalf of any or all councillors, officers, or committee members against any liability asserted against any such person, and
incurred in any such capacity, whether or not the Chapter would have the power to indemnify them against such liability under
the provisions of this article or otherwise.[**]
[* If the Chapter wishes the indemnification to be operative without further action by the council, this Section should state “the
Chapter shall indemnify.”]
[** Note: Some state laws require indemnification while others permit it. You may or may not wish to indemnify each of the categories
of officers listed above or to indemnify to the full extent permitted by applicable law. The issue of indemnification should be reviewed
with counsel practicing in the state of incorporation or, if unincorporated, in the state whose laws are applicable.]
ARTICLE XIII
Amendments
These bylaws may be altered, amended, or repealed and new bylaws may be adopted by a two-thirds vote [a majority vote is
a reasonable alternative, if state law permits] of the voting members present at the annual meeting of the Chapter, provided
that written notice of the proposed change or changes shall have been given to each voting member in accordance with the
requirements set forth in Article III.
[Note: All bylaw amendments shall be submitted to the Board of Regents of the American College of Surgeons for approval.
Disapproval by the Board of Regents shall render such amendments null and void.]
Chapter Guidebook
c O M M ITTEES
S e c t i o n F -1
Committees
A chapter’s strength depends on the level of membership involvement in its programs. If the chapter is to succeed in improving
the quality of care for the surgical patient at the community level, it must combine and coordinate the efforts of its members in
developing effective community-oriented programs. A meaningful and active committee structure provides the mechanism for
chapter members to get involved.
Because chapters vary in size and program needs, the following suggestions regarding committees should be considered in view
of chapter resources and priorities. The chapter should form the committees that it can reasonably manage to produce activities
effectively. The following are suggested committees.
Program Committee
The program committee (PC) organizes scientific or other
programs to address the educational needs of Fellows in the
chapter. It should have from six to nine members, serving
staggered two- or three-year terms. The PC should have
adequate representation from the surgical specialties to
ensure a balanced program schedule. The secretary-treasurer
should inform the PC of the amount of funds that have been
allocated for program expenses, such as guest speakers’ travel
and honoraria.
The PC should plan the chapter’s program at least a year in
advance. A long-range plan will enable chapters to secure the
most qualified speakers and will also allow ample time to
promote the annual meeting among the membership. The
chair of the PC also may wish to consider cosponsoring the
chapter annual meeting with the College to provide Category
1 CME credit. (See Section H.)
The PC should help promote attendance at the programs—
by word of mouth, news releases to medical publications in
the chapter area, posters in hospital staff rooms and lounge
areas, and written announcements to the Fellows of the
chapter. If given sufficient advance notice, the Division
of Member Services will ensure that the chapter meeting
date, place, and contact person is listed in the Bulletin of the
American College of Surgeons.
Membership Committee
The central focus of the membership committee (MC) is
to develop recruitment and retention programs that will
encourage Fellows of the College to become active members
of the chapter. Through experience, College chapters
around the world have discovered four criteria that make
membership committees more effective in recruiting and
retaining members.
First, the MC should be led by a strong, results-oriented
chair. Second, the committee should include representatives
of the surgical specialties who are actively involved in
the affairs of the chapter. Third, the committee must be
adequately funded to conduct recruitment and retention
activities as well as communication programs. Fourth, the
MC must work closely with other committees and the board.
For example, the committee’s efforts in recruitment should
be coordinated with the treasurer’s responsibilities in sending
dues invoices to new chapter members. The committee
should be involved in activities such as educational
programming and the chapter newsletter, taking every
opportunity to send a message of recruitment and retention
to members.
Membership committees often use the following steps for
developing recruitment and retention programs.
1. Analyze the chapter’s current membership situation,
considering such aspects as:
• number of members
• number of members actively involved in chapter
programs
• number of new members recruited each year
• annual membership retention rate
• past activities effective for recruiting new members
• past activities effective for retaining current members
2. Set specific, quantifiable goals for membership in
terms of both recruitment and retention.
3. Define the specific activities that you will undertake to
attract new members.
4. Define the specific activities that you will undertake to
retain existing members.
5. Assess your strategy each year to see if chapter
activities are still relevant to current members,
as well as to Fellows who are not active members.
For additional information on recruitment and retention
programs for chapter members, see Section B–Member
Recruitment and Retention.
Chapter Guidebook
Nominating Committee
The nominating committee (NC) should have broad
representation, including members from the surgical
specialties, to help dispel any notion that a chapter is
governed by a self-perpetuating group. The NC should have
three to five members serving one-year terms and should
not include chapter members who hold official committee
appointments and who are currently serving as officers of the
chapter. A former chapter officer also should be included on
the committee. The NC should be notified of the pending
vacancies among the chapter officers and council members.
It also should have information concerning terms of service,
eligibility for reelection, and other pertinent information to
enable it to act appropriately in selecting the best qualified
and most highly motivated chapter members to serve as
chapter leaders.
Auditing Committee
If the chapter does not employ an independent accountant
to prepare its financial reports, tax returns and conduct
an annual audit of all financial transactions, an auditing
committee (AC) should be appointed. The primary functions
of the AC are to ensure that proper internal controls are in
place and that financial reporting is completed and reviewed
in a timely manner.
The AC should be comprised of at least three members who
hold no other official positions within the chapter, and who
have the time and interest to review the financial records
of the treasurer prior to the chapter meeting. AC members
should serve one-year terms. The AC may also include current
Chapter Officers. The Treasurer should provide the financial
records to the AC for review at a mutually convenient time
for all involved. It is recommend that the AC meet on a
quarterly basis to review the financial reports and audit
controls performed by the Treasurer. If the AC feels there are
any irregularities in the data and/or internal control issues, an
independent auditor should be hired to minimize the risk of
fraud as soon as possible. The chair of the AC should report
on the results of the audit of the chapter’s financial records at
the chapter’s annual meeting.
Advocacy and
Health Policy Committee
The advocacy and health policy committee (AHPC)
should monitor and report on legislative and advocacy
issues affecting surgical practice in the chapter’s geographic
area. The AHPC should have six to nine members, serving
staggered two- or three-year terms. From time to time,
chapters may be asked to prepare testimony or written
opinions for presentation to legislative health subcommittees
representing the concerns of the membership.
c O M M ITTEES
S e c t i o n F -2
The AHPC also should monitor professional liability
reform proposals within the chapter area. In addition, the
AHPC should conduct informational programs regarding
professional liability to educate the public and the profession,
including medical students and residents. The committee
may wish to coordinate its efforts with other specialty
society groups within the state. Importantly, AHPCs should
coordinate their activities and policy positions with College
headquarters to ensure that chapter testimony is consistent
with College policy.
Note: Chapters should not attempt to subsidize any individual member’s legal
defense in a malpractice action.
Young Fellows Association (YFA)
The YFA serves as an inclusive organization for Young
Fellows (45 years old and younger); provides opportunities
for Young Fellows to be involved with College activities (four
Work Groups are available: Advocacy, Communications,
Education, and Member Services); plans and conducts an
annual Leadership Conference, which is held in conjunction
with Advocacy Summit; and presents an annual forum
during the Clinical Congress so that Young Fellows have
opportunities to network with each other, to share their
concerns, and to meet with members of the College’s
leadership.
Goals:
1. Education: Provide opportunities for young surgeons
to learn those aspects of surgical practice specific to us
and to promote educational opportunities for our peers
and future surgeons.
2. R esearch and Optimal Patient Care: Provide
opportunities to explore the dynamic practice of
surgery focused on the needs of young surgeons
and patients.
3. A dvocacy and Health Policy: Represent the
interests of the young surgeons and their patients.
Educate the College and public of the concerns specific
to all surgeons.
4. Member Services: Develop methods of providing
services needed by the young surgeon and endeavor
to include all young surgeons under the umbrella of
the College.
Chapter Guidebook
c O M M ITTEES
Sec tion F -3
In the Connecticut Chapter, the Young Fellows Association
outlined five initial goals:
Other Committees
1. To ensure young surgeon representation in chapter
activities and committees.
Chapters may also establish other committees, such as
trauma, liaison (between chapter and state medical society),
allied health personnel, communications, patient safety,
cancer, Resident Members, or medical school liaison. Many
of these same committees have been established at the
national level by the College. They are staffed by key College
personnel who can advise chapters that want to establish their
own similar committees. The Division of Member Services
can provide information concerning the appropriate College
staff person with whom the chapter can work in establishing
a specific committee. For more information on the College’s
committee structure, see Section G, Appendix 3.
2. To encourage new membership within the chapter and
to retain existing members.
3. To encourage the exchange of information among
the younger membership.
4. To encourage an esprit de corps among the
younger members.
5. To serve as a resource for residents and students who
seek a career in surgery.
The following tips gathered from other chapters will assist in
building an effective committee on young surgeons:
• Develop and implement educational and social programs
and activities that will help the committee meet its goals
and objectives.
• Evaluate the success of committee programs and activities
and make changes, if necessary.
• Seek to involve residency program directors and residents
in committee and chapter activities.
• Support the committee in chapter newsletters, at meetings,
and in the budget.
• Appoint committee members to chapter council and
standing chapter committees.
• Assist young surgeons in affiliating with the College.
• Make membership in the chapter meaningful to young
surgeons.
• Develop conferences and special sessions at chapter
meetings to help stimulate information exchange between
young surgeons and more established members.
• Involve the committee in recruitment and retention
activities of new members of all surgical specialties.
The YFA of the College offers resources to young surgeon
committees on the chapter level. Each year, a forum is
provided where young surgeon representatives gather to meet
with College officers and executive staff to discuss issues of
importance to the younger surgeon. At Clinical Congress, the
committee’s current offerings include:
• Initiates’ Program to welcome those who will be inducted
into Fellowship
• Panel discussion on an issue of current importance to
younger Fellows
For more information, contact the College’s Young Fellows
Association at www.facs.org/memberservices/cys/index.html.
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
S e c t i o n G -1
American College of Surgeons
Organization
Mission Statement
At its meeting June 9–10, 2000, the Board of Regents approved the following mission statement for the
American College of Surgeons:
Our vision for surgical care:
The American College of Surgeons, as an association of surgeons, is dedicated to promoting the highest standards of surgical care through
education of and advocacy for its Fellows and their patients. The College provides a cohesive voice addressing societal issues relating to
surgery. The American College of Surgeons supports programs and policies which ensure patients access to high-quality, effective care
provided by appropriately prepared and well-qualified surgical specialists of their choosing. Such care is to be delivered in a system
that provides maximum safeguards for patient safety. Since 1913, the American College of Surgeons has initiated programs that have
protected patients both in and out of the hospital. The American College of Surgeons will work with interested and qualified parties to
provide patients with the maximum safety in a system that puts patient welfare first.
Governance
Board of Regents
The policies of the American College of Surgeons and the
management and control of its business are implemented
through various organizational and administrative groups
designed to offer Fellows the broadest possible participation
in College affairs, including the officers of the College, the
Board of Regents, the Board of Governors, College chapters,
and administrative staff. The officers of the College are:
• Chair, Vice-Chair, and Secretary and Treasurer of the
Board of Regents, who are elected by the Regents
The Board of Regents establishes policy and directs the affairs
of the College. The Board has 22 members, 21 of whom
are elected by the Board of Governors. The 22nd Regent
is the President of the College. Regents may serve three
successive three-year terms. In its work, the Board of Regents
is assisted by numerous committees, councils, and advisory
groups. Standing and liaison committees of the Board of
Regents include: Communications, Executive, Central
Judiciary, Finance, Honors, and Member Services. Other
special committees of the Board of Regents include Ethics,
Scholarships, Professional Liability, Health Policy, Emerging
Surgical Technology and Education, and Informatics.
• Chair, Vice-Chair, and Secretary of the Board of Governors,
who are elected by the Board of Governors
Standing committees of the College are listed in Appendix 3
to this section.
• Comptroller and Executive Director, who are appointed
by the Board of Regents
Board of Governors
• President, First Vice-President, and Second Vice-President,
who are elected by the Fellows during Clinical Congress
The College’s organization chart is Appendix 1 to
this section.
The Governors shall act as a liaison between the Board of
Regents and the Fellows, and as a clearinghouse for the
Regents on general, assigned subjects and on local problems.
Each U.S. state, commonwealth, and Canadian province
is represented by one or more Governors. The formula
used to allocate U.S. and Canadian seats on the Board of
Governors is:
• For each state and province with up to 500 active
Fellows of the College, one seat on the Board of
Governors is allocated.
• Additional Governors are allocated to a state or province
when the number of active Fellows exceeds 500 by 250.
• Multiples of 250 active Fellows are required for additional
seats on the Board of Governors; no consideration is given
to fractions of 250.
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Countries outside North America having more than 15
active Fellows also may be represented by a Governor who
is nominated by ballot. Surgical specialty organizations
and federal medical services also are represented on the
Board of Governors, and their Governors are nominated
by their respective organizations. Governors may serve two
consecutive three-year terms. Annually, the Governors
elect a Chair, a Vice-Chair, and a Secretary. These officers,
along with four additional Governors, form the Executive
Committee of the Board of Governors. The Chair,
Vice-Chair, and Secretary attend all meetings of the Board
of Regents. (See “Duties of a Governor” below.)
Committees of the Board of Governors frequently investigate
and deliberate on particular items of concern to the
Fellows, the Board of Governors, and the Board of Regents.
Committees of the Board of Governors include Bloodborne
Infection and Environmental Risk, Chapter Activities,
Physician Competency and Health, Socioeconomic Issues,
Surgical Practice in Hospitals and Ambulatory Settings, and
Fiscal Affairs of the College.
Duties of a Governor
The duties of the Board of Governors and the relationship of
the Governors to the Regents are clearly stated in the Bylaws
of the College. The areas of interest and responsibility of the
two Boards are clearly set forth in two statements:
(A rticle II. Section 1.) The management and control of
the business and affairs of the College shall be vested in the
Board of Regents.
(A rticle III. Section 4.) The Governors shall act as a
liaison between the Board of Regents and the Fellows, and as
a clearinghouse for the Regents on general assigned subjects
and on local problems.
Primary Responsibility
These two statements make it clear that the Board of
Governors carries the primary responsibility for serving as the
connecting link between the Fellows and the Regents. While
the Board of Regents carries the ultimate overall responsi­
bility for conducting all College affairs, it depends heavily
upon the Board of Governors to keep it informed of the
Fellows’ feelings and attitudes. Comments and suggestions
from the Governors are often requested and always welcomed
by the Regents. The presence of the Chair, Vice-Chair, and
Secretary of the Board of Governors at all meetings of the
Board of Regents gives these officers the opportunity to keep
abreast of actions of the Regents and to report them to the
Governors and, through them, to the Fellows.
S e c t i o n G -2
Summary of Responsibilities
There are a number of ways in which the influence of the
Governors may be made effective, and in which they may
carry out their responsibilities. These responsibilities include
the following:
Communications: Governors are in every sense the direct
representatives of the Fellows. Every effort should be made to
ensure freedom of communica­tion between the Fellows and
the Governors and, whether specialty society or chapter, from
the Governors to the Regents of the College. Each Governor
should take responsibility for knowing the problems,
attitudes, and ideas of the Fellows as they may relate to their
parent organization. Communication of important matters
to the Chair of the Board of Governors is essential, and
completion of an annual survey/report is required.
Committees: Committees of the Board of Governors
frequently investigate and deliberate upon particular items
of concern to the Fellows, the Board of Governors, and the
Board of Regents. In recent years, the Board of Regents has
increasingly asked the Board of Governors to review special
problems. Customarily, all of these special committees
report first to the Board of Governors at its annual meeting.
However, in urgent circum­stanc­es, a committee may properly
report to the Executive Committee of the Board of Governors
for its authorization to transmit the result of its deliberations
to the Board of Regents.
Committees on A pplicants: State and provincial
Governors are offered the opportunity to attend and
participate in their local Committee on Applicants meetings.
State and provincial Governors are also asked to provide
input for the annual restructur­ing of the Com­mittee on Ap­
plicants in their area.
A nnual Meetings: It is the duty of every Governor to
attend the Annual and Adjourned Meetings of the Board of
Governors and the Annual Meeting of Fellows. Discussions at
these meetings include questions of interest to the Fellows at
large, and the Regents are concerned with the opinions of the
Board of Governors as formulated at these meetings.
Convocation: Participation of Governors in the annual
Convocation held during the Clinical Congress week
is expected as evidence of the interest of the Governors
in programs of the College. Their presence serves as an
inspiration to the Initiates who are receiving their Fellowship.
ACS R egents and Officers: It is every Governor’s
obligation to submit nominations for pending vacancies
on the Board of Regents and also for the three officer-elect
positions, President-Elect, First Vice-President-Elect, and
Second Vice-President-Elect.
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Oweida Scholarship: Members of the Board of Governors
in the U.S. and Canada should encourage Fellows and
Associate Fellows in good standing and under the age of 45
to apply for this scholarship. The scholarship, awarded by the
Governors and available to young rural surgeons, subsidizes
the cost of attending the annual Clinical Congress.
Surgical Volunteerism Award: Governors are
responsible for submitting nominations for the ACS
Surgical Volunteerism Award. This award, initiated by the
Governors’ Committee on Socioeconomic Issues, recognizes
individual surgeons and organizations that make significant
contributions to surgical care through organized volunteer
activities.
Chapters: Governors-at-Large should be participants in
chapter activities and attend chapter meetings regularly.
They are ex officio members of the council of the chapter
in their area with privileges of voting. Their report should
be an agenda item on the council program. In this way, an
opportunity is provided to interpret College policy directly to
the Fellowship, as well as to gather information concerning
the needs of the surgical community. As discussions at
meetings attended by the Governors raise concerns and
interests expressed by the Fellows, the Regents expect the
Governors to transmit these pertinent comments to them.
A logical extension of this communication could be carried
on through­out the year by means of a newsletter, attendance
at state surgical society meetings, hospital surgical section
meetings, county medical society programs, and so forth.
CME Accreditation: A Governor who is selected by a
chapter that is participating in the College’s program to
sponsor chapter annual meetings for CME credit must attend
and participate in the chapter’s program planning meetings,
evaluate the content of the planned program, notify the
College of his or her approval of the program, attend the
chapter’s annual meeting, and submit a personal evaluation of
the meeting to the College.
Specialty Society Governors: The responsibilities of
the Governors representing surgical specialty societies do not
differ in any significant degree from those of Governors-atLarge. Their obligations obviously do not stop with reports
to or from their societies. They are Fellows of the College,
elected to a policy-influencing body of the College, and
should take an active part in all College activities, exerting
their influence in their state, commonwealth, or province, as
well as in the surgical society they represent. They have full
privileges of discussion and vote on all matters that concern
or do not concern their specialties and should take an active
part in ACS chapter affairs.
Membership R ecruitment: Governors are expected to
initiate, oversee, and assist with recruitment efforts at the
local level.
Sec tion G -3
Major Importance
The Board of Governors is an organizational element of major
impor­tance to the College. A heavy responsibility rests on
the shoulders of Governors to carry out their functions, both
as representatives of the individual Fellows and as liaisons
between these Fellows and the Board of Regents, which alone
carries the ultimate responsibility for College policy and
College action.
Nominating Committees
Nominating Committee
of the Board of Regents
The Nominating Committee of the Board of Regents
nominates the Chair, Vice-Chair, Secretary, and Treasurer
of the Board of Regents, as well as the members of the
following regental committees: Central Judiciary, Executive,
and Finance.
Advisory Committee on Nominations
for the Board of Regents
The Advisory Committee on Nominations for the Board of
Regents provides consultation to the Nominating Committee
of the Fellows and the Nominating Committee of the Board
of Governors. This advisory committee includes at least three
past presidents and/or former Regents.
Nominating Committee of the Fellows
The Nominating Committee of the Fellows nominates
candidates for the offices of President-Elect, First VicePresident-Elect, and Second Vice-President-Elect of the
College. The committee also nominates candidates for
election to the Board of Governors. Candidates for these
offices are voted on by the Fellows during the Annual
Meeting of Fellows at the Clinical Congress in October.
Nominating Committee
of the Board of Governors
The Nominating Committee of the Board of Governors
nominates Fellows as candidates for the Board of Regents and
candidates for officers and Executive Committee members
of the Board of Governors. Nominees for Regents and
officers and Executive Committee members of the Board
of Governors are voted on by the Governors during their
Adjourned Meeting in October.
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Specialty Advisory Councils
The Advisory Councils for the Surgical Specialties are
regental committees. Their principal purpose is to advise the
Regents on College matters and activities as they relate to
the specialties and to assist in the formulation of programs
for the Clinical Congress. The Advisory Councils for the
specialties are Cardiothoracic, Colon and Rectal, Obstetrics
and Gynecology, Neurological, Ophthalmic, Orthopaedic,
Otolaryngology, Pediatric, Plastic and Maxillofacial, Surgery,
Urology, and Vascular.
Committees on Applicants
At the district and regional level, the Committees on
Applicants interview and evaluate applicants for Fellowship.
The Board of Regents takes final action on all recommended
applicants for Fellowship.
Chapters
The college has 65 chapters in the United States, two in
Canada, three in Mexico, and 31 chapters located in other
countries. Chapter membership is open to anyone who is a
Fellow of the College and, depending on the chapter’s bylaws,
membership also may be available to Associate Fellows,
Resident Members, and Medical Students. Chapters focus
local attention on national College issues, offer a meeting
ground for all surgical specialists, provide a forum for young
surgeons, and serve as a medium through which surgical
experiences may be presented and discussed.
Procedures to
Organize/Establish a Chapter
The Board of Regents of the American College of Surgeons
has established the following protocol to be used in
organizing a chapter.
1. The state, area, province, or country must have a
Fellow who is an elected member of the College’s
Board of Governors.
2. The Governor of the College should send a letter to the
Chair of the Board of Regents notifying the College of
the intent to organize a chapter.
3. Fellows of the College eligible for membership in
the proposed chapter must be sent a letter over the
signature of the Governor, informing them of the
plans for a chapter, asking each Fellow to vote either
“yes” or “no” on the proposal.
4. If a majority of the Fellows votes affirmatively for the
organization of a chapter, this information must be
communicated to the College.
Section G-4
5. Upon receipt of the formal notification, the proposed
chapter will be sent a set of sample bylaws and an
outline for a provisional group of officers. Written
bylaws for the proposed chapter must be submitted to
the College for review by the College’s counsel.
6. Once the College has determined that the submitted
bylaws are in proper order or need revisions, the
Governor or designated chapter officer will be notified.
Upon receipt of the document, if necessary, the
recommended changes should be incorporated into the
proposed chapter’s bylaws.
7. After the provisional officers have been elected at
a meeting called for this purpose, a formal letter
petitioning recognition as a chapter must be sent
to the Chair of the Board of Regents. Along with
the formal petition, the College should receive the
final bylaws and a listing of the provisional officers
from the proposed chapter. The Board of Regents is
solely responsible for granting charters. No formal
recognition of a chapter can be made until the Board
of Regents has reviewed the formal petition for a
charter and acted favorably.
8. Following formal action by the Board of Regents, a
charter will be prepared, signifying the existence of the
new chapter.
College Divisions
and Support Services
The programs of the College are administered by a
staff of approximately 203. The College’s executive
staff and its divisions are listed below. Appendix 1 depicts
the organizational structure of the College.
Division of Advocacy and Health Policy
The Division of Advocacy and Health Policy conducts
research and analysis on socioeconomic issues and
implements the College’s advocacy agenda before federal
and state policymakers and in the private sector; sponsors
educational programs on health policy, compliance, and
practice management issues; supports the Health Policy
Steering Committee, Patient Safety and Professional
Liability Committee, and the General Surgery Coding and
Reimbursement Committee; and serves as liaison to the
American College of Surgeons Professional Association.
Director: Cynthia A. Brown
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Division of Education
The mission of the American College of Surgeons Division
of Education is to enhance the care of surgical patients
and actively promote patient safety through leading-edge
educational programs and products that effectively address
the needs of practicing surgeons, surgery residents, medical
students, surgical patients, and the public. The Division
of Education is committed to supporting continuous
professional development of individuals through a range
of educational activities, including national meetings,
regional conferences, didactic and experiential courses, and
educational programs in print and electronic forms. It intends
to comprehensively evaluate the impact of educational
interventions on physicians’ learning and behaviors and
patient outcomes through a process of continuous quality
improvement.
Director: Ajit K. Sachdeva, MD, FACS, FRCSC
Sec tion G -5
Division of Research
and Optimal Patient Care
Continuous Quality Improvement (CQI)
Continuous Quality Improvement (CQI), formerly the Office
of Evidence-Based Surgery, promotes the highest standards
of surgical care through evaluation of surgical outcomes
in clinical practice. CQI provides the infrastructure for
conducting health services research and clinical research,
outcome studies, meta-analyses, research hypothesis
generation, and the development of evidence-based practice
guidelines at the College. This area also collaborates with
the Divisions of Education and Advocacy and Health Policy
to provide educational programs and promote public policy
initiatives in clinical research and forms partnerships with
outside groups and organizations involved in evaluation of
surgical outcomes.
Division Director: Clifford Ko, MD, FACS
Division of Member Services
Cancer
The Division of Member Services supports all chapter
activities and meetings, all Governors’ activities and
committees, and the following committees: Nominating
Committee of the Fellows, Committees on Applicants,
Application Review Committee, Central Judiciary
Committee of the Board of Regents, Member Services
Liaison Committee of the Board of Regents, 12 Advisory
Councils for the Surgical Specialties, Resident and Associate
Society, Committee on Young Surgeons, American College
of Surgeons/American Society of Anesthesiologists Liaison
Committee, International Relations Committee, Scholarships
Committee, Committee on Women’s Issues, and Committee
on Diversity.
The Commission on Cancer (CoC) is a consortium of
professional organizations dedicated to reducing the
morbidity and mortality of cancer through education,
standard setting, and the monitoring of quality care.
Established by the American College of Surgeons in 1922,
the multidisciplinary CoC sets standards for quality,
multidisciplinary cancer care delivered in more than 1,400
hospital settings; surveys hospitals to assess compliance
with those standards; collects standardized quality data
from approved hospitals to measure treatment patterns and
outcomes; and uses the data to evaluate hospital performance
and develop effective educational interventions to improve
cancer care outcomes at the national and local level.
Director: Patricia L. Turner, MD, FACS
Medical Director: David P. Winchester, MD, FACS
Trauma
Trauma organizes educational programs and publications
in trauma and supports the Advanced Trauma Life Support
Course®, the National Trauma Registry (NATIONAL
TRACS®), the National Trauma Data BankTM, the
Verification/Consultation Program for Hospitals, the Trauma
System Consultation Program, and a Regional Trauma
Organization of State/Provincial Activities. The Committee
on Trauma is also active in prehospital trauma care, injury
prevention and control, performance improvement and
patient safety, rural trauma, disaster management, and
outcomes studies.
Medical Director: John Fildes, MD, FACS
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Section G-6
Support Services
Convention and Meetings
Executive Services
Convention and Meetings is responsible for the logistical
planning and operation of all ACS internal and external
meetings, including venue and service provider contract
negotiation, housing, meeting specification determination
and coordination, budget and travel management, and, when
necessary, registration, exhibit management, and on-site
coordination.
Executive Services provides general administration for the
College divisions, support services, and staff; offers guidance
to and provides support for the officers, Board of Regents and
its liaison and ad hoc committees, and the Advisory Council
to the Board of Regents (Past Presidents of the College);
maintains interprofessional relations with other medical and
surgical organizations; and addresses the current educational
and socioeconomic issues faced by the Fellowship and the
surgical community as a whole through chapter visits,
academic lectures, presentations to surgical societies, and
monthly editorials in the Bulletin of the American College of
Surgeons.
Director: Felix Niespodziewanski
Finance and Facilities
Finance and Facilities administers investments,
office services, and properties and supports the
Finance Committee.
ACS Executive Director: David B. Hoyt, MD, FACS
Director, Executive Services: Barbara Dean
Comptroller: Gay Vincent, CPA
Communications
Human Resources is responsible for staffing, personnel
records, employee benefits, and the staff development
program.
Communications produces the monthly Bulletin, the weekly
electronic newsletter ACS NewsScope and the monthly
Surgery News; manages public information activities,
including patient inquiries and media relations; produces the
editorial and graphic content for several hundred publications
for College committees and events, including the Clinical
Congress and Spring Meeting; develops and manages the
content and site navigation for the College’s Website, in
addition to providing support and guidance for chapter
Websites; and supports the activities of the Communications
Committee.
Director: Lynn Kahn
Human R esources
Director: Michelle McGovern
Information Technology
Information Technology manages computer technology
for the College, including membership management,
e-commerce, Web applications, computer networking and
security, and desktop computing. This area supports the
Committee on Informatics.
Director: Howard Tanzman
Journal of the A merican College of Surgeons
This area publishes the official scientific journal
of the College.
Executive Editors: Anne Magrath and Anne Wolfe
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Chapter Guidebook
S e c t i o n G -7
A ppendix 1 The American College of Surgeons — Organization Chart
The American College of Surgeons — Organization Chart
Fellows
Officers
President
1st Vice-President
2nd Vice-President
Treasurer
Secretary
Standing and
Ad Hoc Committees
Governors
Chair, Board of Regents
Vice-Chair, Board of Regents
Chair, Board of Governors
Vice-Chair, Board of Governors
Secretary, Board of Governors
Executive Director
Chief Financial Officer
Work Groups
Liaison Committees
Regents
Chapters
Specialty Advisory Councils
Interprofessional Relations
Liaison Committees
Executive Office
Executive Director
ACS Foundation
Executive Services
Division of
Advocacy & Health
Policy
Division of
Education
ACSPA–SurgeonsPAC
Allied Health
ACS NewsScope
Archives
Federal and State Advocacy
Education
ACS Visibility Program
Brand Management
Central Judiciary
Committee
Bulletin
Diversity
Clinical Congress News
and Program Book
International Affairs
General Surgery
Coding &
Reimbursement
Committee
Health Policy and
Advocacy Group
(Includes Continuing Ed.,
Medical Student Ed.,
and Resident Ed.)
Emerging
Surgical Technology
& Education
Ethics
Division of
Integrated
Communications
General Publications
SRGS
Graphic Design &
Desktop Publishing
Surgical Forum
Journal of ACS
Video-Based Education
Marketing
Media Relations
Division of
Member Services
Operation Giving Back
Resident &
Associate Society
Scholarships & Fellowships
Women in Surgery
Young Fellows Association
Public Information
Applications, Interviews,
Membership
Surgery News
Society of Surgical Chairs
Web portal
(e-FACS.org)
Web site
(www.facs.org)
Division of
Research &
Optimal
Patient Care
ACS Clinical
Research Program
Cancer
Continuous
Quality Improvement
Perioperative Care
Surgical Research
Trauma
Support
Services
Convention & Meetings
Facilities & Finance
Human Resources
Information Technology
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Section G-8
A ppendix 2
The American College of Surgeons Strategic Plan for 2001 and Beyond
June 2001
Mission
Goals and Objectives
The American College of Surgeons is dedicated to improving
the care of the surgical patient and to safeguarding standards
of care in an optimal and ethical practice environment.
To provide assurance to its Fellows and their patients that it
will fulfill its mission and implement its vision, the American
College of Surgeons has established the following goals.
Through its programs and services, the College will meet
specific operational and program objectives in each of its
primary focus areas.
Vision
As an association of surgeons, the American College of
Surgeons is dedicated to promoting the highest standards
of surgical care through education of and advocacy for its
Fellows and their patients. The College provides a cohesive
voice addressing societal issues related to surgery. The
American College of Surgeons supports programs and
policies that ensure patients access to optimal, effective care
provided by appropriately prepared and well-qualified surgical
specialists of their choosing. Such care should be delivered
in a system that provides maximum safeguards for patient
safety. Since 1913, the College has initiated programs that
have promoted the well-being and protection of patients both
within and outside the hospital environment. The American
College of Surgeons will work with interested and qualified
parties to optimize patient welfare and safety.
Areas of Primary Focus
Education
Facilitate and provide educational opportunities to further
quality care.
Research and Optimal Patient Care
Advance the practice of surgery through research and
scholarly activity to advance knowledge culminating in
optimal patient care.
Advocacy and Health Policy
Effectively represent the interests of patients and surgeons.
Member Services
Assist members in the development of an optimal and ethical
practice environment for the benefit of the surgical patient.
In Education, the College will provide programs that meet
the educational needs of surgeons and the public and assist
surgeons in their responsibility to maintain competence,
lifelong learning, and professionalism.
Objective: Develop innovative delivery methods for
educational activities.
Objective: Assist members in meeting educational
quality measures, such as CME.
Objective: Develop and enhance patient educational
materials relative to surgical care.
Objective: Develop educational products designed to
meet the needs of surgeons.
Objective: Facilitate access to volunteer opportunities
for surgeons.
Objective: Assist members in documenting relevant
activities for various reporting requirements.
In Research and Optimal Patient Care, the College will
advance the practice of surgery through research and
scholarly activities to expand medical knowledge.
Objective: Provide opportunities for scholarships and
fellowships.
Objective: Educate surgeons about funding and
research-related activities.
Objective: Facilitate involvement in research activities,
such as clinical trials and outcomes efforts.
Objective: Develop strategies to improve philanthropic
activities.
In Advocacy and Health Policy, the College will be the
recognized authority on issues related to surgery and care of
the surgical patient and effectively represent the interests of
patients and surgeons.
Objective: Develop strategies to provide high-quality
and safe care for surgical patients.
Objective: Develop effective communications strategies
to interface with legislative and regulatory bodies.
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Section G-9
Objective: Enhance public relations activities to
Structure and Support
Objective: Interact effectively with the health insurance
If the programs and services of the College are to be
implemented in an effective and efficient manner, an
organizational structure that reflects the priorities of the
College must be in place. That is also the case with regard
to the staff structure, which in many instances must be
a reflection of the leadership matrix that is put in place
to implement the policies of the Board of Regents. An
organization that works together in a cohesive and collegial
fashion to champion the needs of surgical patients and
of its members will have no limits to its success. To assist
in achieving such success, administrative support will be
provided in the areas of communications, executive services
(including development), finance and facilities, human
resources, and information services. A function of the Board
of Regents and the Executive Director, therefore, is to ensure
the creation and support of such an organizational and staff
structure.
advocate effectively for patients and surgeons.
industry.
Objective: Interact with other members of the health
care community.
Objective: Facilitate debate regarding public policy
on issues affecting surgical care at both the local and
national levels.
Objective: Enhance the ability to identify, prioritize,
and promote public policy issues relative to surgical care.
Objective: Enhance communications efforts regarding
the College’s activities in this area.
In Member Services, the College will remain a major
professional association for all surgical specialists and will
meet the needs of surgeons with programs and services
that help them adapt to a changing health care system.
Objective: Improve communications between members
and leaders of the ACS.
Objective: Enhance the meaning and value of “FACS”
for surgeons and the public.
Objective: Encourage interaction with other surgical
specialty groups to address shared interests.
Objective: Explore opportunities to expand
Programs and Strategies
The future development of key programs, strategies, and
services will make this a living and vibrant document.
These are the programs that will ensure that the College
will implement and achieve its goals and objectives. These
programs must have the following components when
presented to the Board of Regents.
membership, both domestic and international.
They will:
Objective: Educate and train surgeons in the evaluation
• Relate to the mission, vision, and goals of the College.
Objective: Establish a “customer service” approach to
• Have a business plan to ensure that programs are practical
and financially reasonable.
Objective: Provide services that are directed toward
• Identify the expected outcome and the timetable for
achieving outcome(s).
and use of new technology.
the provision of membership services.
meeting the socioeconomic and business needs of
members.
Planning
The Board of Regents realizes that planning is a continuous
and dynamic process. Therefore, this plan must be structured
such that it can adapt to a changing environment. The Board,
its committees, and the staff must continuously review the
components of this plan to ensure that the College continues
to meet the needs of surgical patients and its members.
• Have an evaluation template to determine levels of success.
• Have review timelines to ensure regular and timely
oversight.
It is the responsibility of the College’s committees and the
Executive Director to ensure that these programs, strategies,
and services are prepared in this manner and that they
are presented in an effective and timely fashion to the Board
of Regents.
Chapter Guidebook
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
A ppendix 3
Committees of the American College of Surgeons
Please visit our committees website at www.facs.org/about/committees/index.html
S e c t i o n G -10
A M ERICAN c OLLEGE OF s URGEONS o RGANI Z ATIO n
Chapter Guidebook
S e c t i o n G -11
A ppendix 4
Statements from the American College of Surgeons
The following statements from the College can be obtained
through ACS Publications or the College’s Website at www.facs.org.
Statement on Billing of Surgical Fees for
Extracorporeal Shock Wave Lithotripsy (ESWL)
Treatment of Patients with Calculous Disease
Statement on Interprofessional Relations with
Doctors of Chiropractic
Statement in Response to the Clinical Alert from the
National Cancer Institute
Statement on Fundamental Characteristics of Surgical
Residency Programs
Statement on Disclosure of Commercial Interest
Statement of the Advisory Council for General Surgery to the
Board of Regents of the American College of Surgeons
Statement on Ethics in Patient Referrals
to Ancillary Services
Statement on the Physician Expert Witness
Statement on Laparoscopic Cholecystectomy
Statement on the Use of Animals in Research
Statement on Laser Surgery
Statement on Firearm Injuries
Statement on the Surgeon and HIV Infection
Statement on the Use of Proprietary Guidelines
by Managed Care Organizations
Statement of Principles of Palliative Care
Statement on Restrictive Covenants
Statement on Surgical Technology Training and Certification
Statement on Prevention of Nontraffic Vehicle-Related
Injuries in Children
Statement on Patient Safety Principles for Office-Based
Surgery Utilizing Moderate Sedation/Analgesia, Deep
Sedation/Analgesia, or General Anesthesia
Statement on Universal Health Insurance
Statement in Support of a Sustainable, Competent,
and Diverse Nursing Workforce
Statement on Safety Belt Laws and Enforcement
Statement on Disaster and Mass Casualty Management
Statement on Ensuring Correct Patient, Correct Site,
and Correct Procedure Surgery
Statement on Scope of Practice
Statement on Residency Work Hours
Statement on Certificates of Special or Added Qualifications
Statement on Bicycle Safety and the Promotion of Bicycle
Helmet Use
Statement on Laparoscopic and Thoracoscopic Procedures
Statement on Diversity
Statement on Surgical Residencies and
the Educational Environment
Guidelines for Collaboration of Industry and Surgical
Organizations in Support of Research and Continuing
Education
Statement Regarding Clinical Trials
Statement on Advance Directives by Patients:
“Do Not Resuscitate” in the Operating Room
Statement in Support of Motorcycle Helmet Laws
Recommendations for Facilities Performing Bariatric Surgery
Statement of Recommendations to Ensure Quality of
Surgical Services in Managed Care Environments
Statement on Health Care Industry Representatives
in the Operating Room
Statement on Managed Care and the Trauma System
Statement on Domestic Violence
Statement on the Surgeon and Hepatitis
Ultrasound Examinations by Surgeons
Statement on Issues to Be Considered Before New Surgical
Technology Is Applied to the Care of Patients
Verification by the American College of Surgeons
for the Use of Emerging Technologies
Statement on Indications for Use of Permanently Implanted
Cardiac Pacemakers
Physician Qualifications for Stereotactic Breast Biopsy:
A Revised Statement
Statement on Principles Underlying Perioperative
Responsibility
Principles Guiding Care at the End of Life
Approval of Courses in New Skills
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -1
Continuing Medical Education
Since its founding in 1913, the American College of Surgeons actively has developed and improved continuing medical
education (CME) programs in surgery to elevate the standards of surgical education and practice. Today, an important
component of the College’s CME activities is chapters’ CME programs. The College’s procedures for providing category 1 (or
category 2) CME credits are described in Appendix 1 of this section.
The College intensified its efforts to expand its CME programs through the introduction of the Surgical Education and SelfAssessment Program (SESAP) in 1971. Several revised and expanded SESAP programs have been introduced since, and new
editions of SESAP are released at three-year intervals.
Chapters can use certain segments of the item-analysis aspects of SESAP as day-long educational programs. Information
concerning SESAP can be obtained by contacting the College’s SESAP office. Fellows who complete SESAP qualify for
category 1 credit of the Physician’s Recognition Award of the AMA.
In addition to SESAP, the Commission on Cancer maintains several educational programs for use by the chapters. These special
educational programs are described on page H-29.
Chapter Activity
Chapters Online Speakers Bureau
Chapters of the College play an important role in expanding
the College’s efforts to provide Fellows and chapter members
ample opportunity to maintain and advance their surgical
knowledge through continuing education programs.
To assist chapters in identifying and selecting expert faculty
members and speakers, CME program planners should
consider utilizing the online Speakers Bureau. Accessible
via the chapters’ homepage at www.facs.org/about/chapters/
the Speakers Bureau is a searchable database compiled by
the Governors Committee on Chapter Activities. Potential
speakers can be located by topic, specialty, or geographic
location. Log on to the Speakers Bureau homepage at http://
www.facs.org/speakers_bureau/.
Through their program planning activities, chapters organize
their own scientific programs to keep members current with
the rapid advances in surgical information and techniques.
Over the years, chapter scientific programs have matured in
excellence and sophistication, as programs have combined
the efforts of visiting speakers and lecturers from local
universities and health centers to achieve the high educational
objectives established by the chapter.
Planning the Program
Through their program planning activities, chapters also
are becoming increasingly involved in developing CME
courses dealing with various aspects of surgery, and in
many instances are developing legislative or socioeconomic
programs.
Most chapters design their CME programs using a
combination of guest professors and resident paper
competitions (RPCs). Speakers with national reputations
create interest and increase meeting attendance. However,
local and regional experts with excellent presentation skills
can strengthen a CME program as well.
To achieve the educational objectives established by the
chapter CME program, committee chairs and members of
these committees must have a fundamental knowledge of the
basic components of educational program development and
planning. This includes an understanding of such areas as
meeting planning, faculty selection, course facilities, budget
and tuition, promotional activities, and registration.
In conducting RPCs, most chapters refer resident abstracts to
either a small ad hoc committee or a single chapter member
for evaluation and selection. The winning abstracts are
then presented at the chapter CME meeting. Some chapters
present all of the abstracts, then select winners as a part of the
meeting.
Please visit our CME checklist here.
Whether your program features RPCs or guest professors,
confirm program arrangements with the speakers in writing.
The confirmation letter should contain the following
information:
Chapter Guidebook
• Date and time of the full meeting
• Name of meeting facility and room location
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -2
Producing the CME Brochure
• Audiovisual equipment available
A CME brochure is important for generating interest and
attendance at chapter meetings. In an attractive and easy-toread format, an effective brochure describes the program, lists
the benefits of attendance, and provides accurate information
about meeting time and location. CME brochures should
be mailed at least three months in advance for adequate
promotion of the meeting.
• Cancellation policy exempting the chapter from expenses
and/or honorarium if the program is canceled (optional)
To meet this mailing deadline, most chapters begin brochure
development five or six months before the meeting date.
Developing a Budget
Brochure Checklist
• Time of the presentation
• Honorarium and/or expenses and method of payment
• Meeting room setup
• Anticipated attendance
The following list will assist you in preparing a working
budget for your CME program.
Expenses:
• Envelopes and stamps
• Rental of meeting space
• Badges
• Paper and pens
• Transportation and lodging
• Meals and refreshments
• Printing of meeting materials
• Folders
• Audiovisual equipment rental
• Entertainment
• Audiovisual technician fees
• Secretarial/computer time
• Speaker fees
• Other
R evenue:
• Registration fees
• Exhibitor fees
• Revenues from the chapter’s general fund
• Unrestricted educational grants
Cover:
• Chapter name
• Theme of meeting (or one line describing the meeting)
• Date(s)
• Location
• Sponsorship(s)
• College seal
Inside front cover:
• Name of course or program
• Date(s)
• Location(s)
• Descriptive paragraph (or overview) of program
• Benefits of program
• Who should attend
• Statement of purpose or objective
• CME Accreditation Statement
Inside:
• Name of course or program
• Date(s)
• Time(s)
• Location(s)
• Descriptive paragraph (or overview) of program
• Benefits of program
• Agenda or program schedule
• Photos or other graphics
• List of faculty or speakers
• Special features, such as exhibitors
• Acknowledgment of corporate sponsorship
• Registration fees and what is included (lunch,
refreshments)
• Map or directions to the meeting facility
• Deadlines for meeting or hotel registrations
• List of chapter officers and governors (including addresses
and phone numbers if possible)
• Registration form
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
Sec tion H -3
Back cover:
Meeting Requirements Checklist
• Return address
• College and chapter logo
• Space for mailing label and postage or mail permit
(for self-mailers)
Ask these preliminary questions:
Evaluating the CME Program
Program evaluation forms should be distributed to the
attendees at the beginning or the conclusion of the meeting.
By compiling these evaluations, you will determine whether
you have achieved the objectives of the meeting, whether
guest speakers were successful in sharing their expertise,
and whether the meeting facilities were adequate. Program
evaluations also are required to identify future topics and
assessing the educational needs of your membership. Sample
evaluation forms are contained on pages H-24 through H-26.
Providing Certificates
of Attendance
Although certificates of attendance are not mandatory, they
do offer a benefit of membership in the chapter. In addition,
they assist meeting participants in maintaining a record of
annual CME credits. Certificates should include:
• Date and location of the CME meeting
• Number of CME credits earned
• Chapter name, logo, and/or College seal
For assistance and resources in planning your CME
programs, contact the Division of Member Services.
A sample CME certificate in on page H-23.
Selecting a Site for
Your CME Program
Your primary goal in selecting an annual meeting site is to
find the best match between a facility and the requirements
of your meeting. The following two checklists will assist you
in comparing each meeting site with the specifics of your
meeting. (The first checklist helps you assess your specific
meeting needs; the second provides an outline for assessing
each facility.)
If you need to book a meeting in an unfamiliar location, a
local convention and visitors’ bureau will be able to provide
generalized information concerning the area and will be
able to suggest specific facilities that meet your requirements.
After a meeting facility is confirmed, a convention bureau
may be a valuable resource to provide additional local
information and to supply you with contacts for local services.
• Are the meeting objectives best served by a resort,
metropolitan hotel, or conference center?
• From where are most attendees coming?
• Should the site be regionally rotated?
• What kind of accommodations can attendees afford?
• Should the site be considered a jumping-off point for preand postconvention trips?
• What are anticipated needs for hotel rooms, other facilities,
and services?
• What are projected convention dates?
• What is the anticipated attendance?
Consider your convention history for the past five years:
• Number and types of hotel rooms reserved
• Number of no-shows
• Types and number of functions guaranteed
• Actual attendance at each function
• Arrival and departure patterns
• Promotional assistance from hotels, convention centers,
and bureaus
• Association’s payment history
• Exhibit program (if any) details
For each year, calculate expenditures on:
• Food and beverage
• Hotel rooms
• Exhibits
• Hotel room service, restaurants
• Other on-site activities
Chapter Guidebook
Site Selection Checklist
Check hotels for:
• Number of singles, doubles, and suites
• Rack rates for each
• Complimentary room policy
• Housekeeping/appearance
• Adequate public space
• Meeting room capacities/dimensions
• Lighting, ventilation, and temperature controls
• Soundproofing
• Sound systems
• Obstructions
• Staging area
• Exhibit facilities
• Drayage policy
• Available equipment, services
• Access to banquet kitchens
• Elevator service
• Security/fire safety
• Facilities for handicapped
• Distance from convention center, airport
• Renovation plans
• Overlapping conventions
• Recreation, entertainment, and parking facilities
• Credit, gratuity, and liquor policies
• Theme parties
• Union requirements
• Concierge
Investigate local:
• Food, beverage, and entertainment taxes
• Alcohol laws, special licenses
• Public transportation
• Overflow housing options
• Entertainment
• Accessibility
• Promotional assistance
• Climate
• Holidays
Co n t i n u i n g M e d i c a l E d uc at i o n
Section H-4
Arranging for Food
and Beverage Functions
Any time you arrange a refreshment break, planned
reception, or meal function, you are providing an
opportunity for the group to meet new people, renew old
acquaintances, exchange ideas, and express their comments
about the overall meeting. The following tips will help you
arrange these functions in both an economical and efficient
manner.
• When you meet with the catering manager assigned to
your group, provide a brief overview of your group, the
preferences of attendees (if known) and an estimated
budget for each function.
• Ask the catering manager for suggestions that may be
specialties of the hotel facility. Don’t be afraid to suggest
specific ideas or combinations of set menus.
• Be prepared to provide a guaranteed attendance for each
function 48 hours before the event. (This number is the
minimum upon which charges will be made.) Statistics
from past meetings will help you to determine the
guarantee number.
• To gain possible economy on refreshment breaks, and to
avoid the per-person charge, order coffee by the gallon and
sweet rolls by the dozen. If large rolls or muffins are served,
ask that they be cut in half.
• When selecting a menu for a reception, give specific
instructions to the service personnel about replenishing any
food items. (For example, shrimp, crab, and other seafoods
can destroy a chapter meeting budget within minutes.)
• If a speaker is planned for an event, discuss the time
frame for the presentation with the catering manager and
provide the room captain with an outline so that the staff
is prepared to serve accordingly.
• If you have excess food in spite of your careful planning,
consider contacting a local shelter or food pantry that may
be able to pick up those meals that were not served.
Chapter Guidebook
Audiovisual Equipment
The effectiveness of audiovisual equipment can either
enhance or ruin any meeting. Whether utilizing the in-house
supplier or an outside company, audio, visual, electric, and
labor charges are an integral part of the costs of the chapter
meeting. The two checklists for audiovisual requirements and
budget development will assist you in your arrangements and
negotiations.
Audiovisual Requirement Checklist
• Consult speakers about their audiovisual requirements.
• Ask speakers in advance to minimize last-minute requests
for additional equipment that may be unavailable.
• During a multiday event, be sure to confirm meeting
rooms on a 24-hour basis to avoid tear-down and reset
charges.
• Check each meeting room for aspects such as possible noise
from other rooms, obstructions, door locations, outlet
locations, lighting, and sound controls.
Co n t i n u i n g M e d i c a l E d uc at i o n
Sec tion H-5
FDA Regulations
Affecting Chapter Meetings
Exhibitors must abide by all applicable Food and Drug
Administration (FDA) regulations, including but not limited
to any or all approved requirements. Exhibitors are reminded
that the FDA prohibits the advertising or other promotion
of investigational or unapproved drugs and devices. The
FDA also forbids the promotion of approved drugs or devices
for unapproved uses. In addition, under FDA rules, the
background of the exhibit must show the generic name of any
drug product featured.
For additional information, contact:
FDA Division of Drug Marketing
Advertising and Communications
HFD-40, Room 17B-20
5600 Fishers Lane
Rockville, MD 20857
301/827-2828
www.fda.gov
• Prior to setup, make sure all equipment is placed as
requested and is in good working order.
Additional information may also be obtained by calling the
FDA’s Medical Advertising Information Line special toll-free
service:
• Ensure that any of your own staff who will be involved in
running the presentation and equipment are fully trained
and able to deal with emergencies.
800/238-7332
800/344-3332 (fax)
• If you are recording any of the proceedings, make sure
that all recording equipment is requisitioned, correctly
operating, and that any film or tape is in good supply.
Budget Checklist
• Equipment rental comparison for in-house and outside
suppliers
• Staff training time
• Consultant fees
• Room rental, setup charges
• Union overtime rates
• Audiovisual materials: production, reproduction,
distribution
• Equipment operator’s fees
• Speakers materials: copies
If the FDA or a court of competent jurisdiction determines
that a company’s exhibit at an ACS chapter meeting is in
violation of any FDA regulations, including but not limited
to the promotional restrictions and rules described above,
the company will be subject to sanctions, including but not
limited to exclusion from exhibiting at subsequent ACS
chapter meetings.
Source: Jenner & Block, Chicago, 1998.
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
Section H-6
A ppendix 1:
Procedures for Chapters’ Continuing Medical Education Programs
May 2005
These continuing medical education (CME) procedures
provide the information and steps for your chapter’s CME
activity.
For a single-subject course, the objectives should be more
specific. The College recently jointly sponsored a vascular
disease course, and the objectives included the following:
The CME procedures include background information and
the necessary forms for the following:
• Identify the current indications for noninvasive vascular
disease testing as a screening tool for
vascular disease
• CME Checklist – On page H-8, identifies the steps and
procedures for CME programs to comply with ACCME
regulations
• Identify the subgroups of patients with vascular disease in
whom medical management is appropriate
• CME Activity Information form – On page H-9, assists
with the overall planning and execution of the activity
based on the ACCME essential areas and their elements
• Discuss the current indications for open surgery versus
minimally invasive vascular procedures for
the treatment of vascular disease
• CME Program Planners Disclosure Form – Forms are
required for all CME program planners
• Identify recent advances in endovascular surgery and
catheter-based interventions for vascular conditions
• Faculty Disclosure Form – Forms are required for all
moderators and speakers, including residents
Accreditation and
CME Credit Statements
• Educational Grants and Commercial Support Agreements
• Activity Evaluation
• CME Certificate
• Checklist for Post Activity Requirements
To obtain CME from the College, Chapters must observe
the CME procedures. Chapters that fail to comply
with these CME procedures jeopardize their continued
participation in the College’s CME program. After
submitting the required materials and documentation,
chapter officers and/or CME program chairs will be advised
as soon as possible of the approval of the CME program and
the number of CME credits that can be awarded.
Once your activity has been approved, subsequent publicity
must include the correct statements for accreditation and
CME credit. The following statements must appear on all
CME activity materials and brochures distributed. The
statements do not have to be included on initial “save-thedate” activity announcements. Such announcements contain
only general, preliminary information about the activity. If
more specific information is included (faculty, objectives, and
so on), the accreditation statement must be included.
Please note that these two statements cannot be edited or
revised. They must appear exactly as written and in two
separate paragraphs in order to comply with ACCME and
AMA regulations.
A CME Activity Information form must be completed for
each educational activity. The form must be submitted to
the Division of Member Services at least 60 days prior to the
activity and before publication of the proposed activity. The
number of CME credits for the activity will be assigned by
the Division of Member Services.
Accrediation
As indicated on the form, chapters are required to state the
learning objectives of the activity. The stated objectives can
be broad or specific. For instance, an overall objective for a
large surgical meeting could be as follows:
CME Credit
• To provide attendees with a forum for the latest
information regarding clinical practice and research in the
field of surgery.
Large CME programs frequently have individual objectives
for various courses and general sessions. This practice is
encouraged, but it is not an ACCME requirement.
The American College of Surgeons is accredited by
the Accreditation Council for Continuing Medical
Education (ACCME) to sponsor continuing medical
education for physicians.
The American College of Surgeons designates this
educational activity for a maximum of ____ AMA PRA
Category 1 CreditsTM. Physicians should only claim credit
commensurate with the extent of their participation in
the activity.
Chapter Guidebook
Managing Conflicts of Interest
This background information has been created to promote a
clearer understanding of the roles chapter officials, program
committees, speakers, and the College must play in order to
successfully implement the ACCME regulations.
• Accredited CME providers must place a higher priority on
the health and well-being of the public than on individuals’
personal economic interests.
• Some people in CME have personal economic interests
derived from financial relationships with commercial
interests that create a personal sense of duty or loyalty to
the commercial interest.
• Some financial relationships with commercial interests
are important enough to conflict with the person’s
responsibility to CME learners and to conflict with the
public interest.
• If a person in CME has a conflict of interest, the CME
provider must manage the conflict in a manner that is in
the best interest of the public.
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -7
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
Section H-8
Chapter CME Checklist
ALL PUBLISHED MATERIALS MUST BE APPROVED BY ACS PRIOR TO PRINT
CHAPTERS THAT FAIL TO COMPLY WITH THE CME PROCEDURES
WILL JEOPARDIZE THEIR PARTICIPATION IN THE CME PROGRAM
PRIOR TO THE EDUCATIONAL ACTIVITY
♦ Select ACS Governor to serve as the
on-site representative
♦ Disclosure Form completed by CME Planners and
COI’s disclosed at planning meeting
♦ Program developed from Needs Assessment data
♦ Evaluation forms & CME certificates prepared and
forwarded to ACS for approval prior to print
♦ On-site disclosure summary form (if not printed in
program book) completed and copy submitted
to ACS prior to the meeting
AT THE MEETING
♦ Objectives established
♦ On-site disclosure summary form to be distributed
to attendees at the start of the activity
♦ CME Activity Information Form submitted to
Chapter Services
♦ Attendee sign-in sheets should be used for
all sessions
♦ Program approved and CME credits assigned by
Division of Education
♦ Activity Evaluation Forms completed & CME
certificates distributed
♦ Disclosure Forms sent to entire faculty and potential
COI’s managed
POST MEETING
♦ Objectives printed in advance program
Within 30 days after the meeting, the following should be
submitted to the Division of Member Services:
♦ Accreditation statement and designated CME
credits printed in advance program
1. A report from the on-site Governor, which includes
an overall summary of the CME Program
♦ Completion of all disclosure forms and conflicts
successfully managed
2. A summary of the evaluations that were completed
by the participants
♦ Completion of the disclosure form at the
meeting is not permitted—even if there is
nothing to disclose
3. Attendance information with sign-in sheets
♦ ACS Commercial Support Agreements sent
to vendors and documents completed prior to
the meeting
5. A copy of each CME planner and faculty
disclosure form
♦ Acknowledgment of support to be printed in
final program
♦ Objectives, accreditation, and credit statements
to be printed in final program
♦ A copy of the final program is to be submitted
to ACS for approval prior to print
4. Two copies of the final program brochure
6. A copy of the disclosure information sheet, which
lists all faculty members
7. A copy of each commercial support agreement that
was in effect during the education program
8. Current revenue and expense report (if applicable)
to document the use of commercial support grants
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
Section H-9
CME Activity Information Sheet
AMERICAN COLLEGE OF SURGEONS–DIVISION OF EDUCATION
Please attach the program outline with timetable and invited faculty
Please forward this form to Susan Jaros in the Division of Member Services
after the program has been finalized but prior to publication of the proposed activity.
Activity Name­­­
­Date(s), Time(s)­, and Location­­
­Sponsoring Division/­ACS Staff Contact­­
­Target Audience
­­ Physicians
­Estimated Attendance­­
 Nonphysicians
 Specific Specialty
­
­Define the Need —­Sources used to
assess the educational need for this
activity
 Summary of Previous CME Evaluation Data­
 Request from Committee/Board­the educational need
 Audience Survey­for this activity­­
 New Medical Findings­
 Health Care Data­
 Reports and/or Studies­
 Other
Please attach documentation­
­Learning Objectives­(Attach separate sheet if necessary)­­
­
­Commercial Support
­Credits Requested­­
­­ No
­­ Yes (If yes, Commercial Support Agreements will be provided)­­
­FOR DI V ISION OF EDUCATION USE ONLY­­
DATE SUBMITTED__________________________________ CREDITS ASSIGNED_________________________
APPROVED_________________________________________ DATE_______________________________________
ACS Academic Administrator­
­POST ACTIVTY VERIFIED ATTENDANCE_________________________________________________________ Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -10
Disclosure Process For Chapter CME Planners
STEP 1. This statement is to be sent by the chapter office in the initial letter or e-mail to the CME planner
prior to the planning of the activity:
In order to comply with the ACCME’s Updated Standards for Commercial Support, the American College of
Surgeons has implemented a new disclosure process to ensure that anyone who is in a position to control the
content of the education activity has disclosed to us all relevant financial relationships with any commercial
interest. The goal of this process is not to exclude people who have conflicts, but to manage these conflicts while
benefiting from your expertise.
Please complete the enclosed disclosure form and return it to <insert name> by <insert date>. If you have indicated
a conflict of interest, this information will be forwarded to the appropriate chapter official. At the start of the
planning meeting, the chair will remind those who have indicated a potential conflict of their responsibility
to disclose any bias during the meeting that could result in a conflict of interest. In addition, please note that
you must recuse yourself from involvement in any discussion where there is a potential for bias based on your
financial interests.
Failure or refusal to disclose or the inability to manage the identified conflict may result in our request for your
withdrawal from the planning process.
STEP 2. Disclosure form enclosed with letter. (To be completed annually)
STEP 3. An e-mail is sent to the committee member from the chapter upon receipt of the conflict:
Dear Dr.
We are in receipt of your disclosure regarding
. This information will be forwarded to
Dr. <insert name>. As a reminder, we request that you disclose any bias during the meeting and recuse yourself
from any discussion where there is a potential conflict of interest. If you have any questions, please contact me.
Thank you.
STEP 4. An e-mail is sent to the program chair (or designated official) by the chapter with a list of the
reported conflicts.
Dear Dr. <insert name>
The following committee members have indicated a potential conflict of interest. We ask that you make an
announcement at the start of the meeting reminding the committee members of their responsibility to disclose
any bias and recuse themselves from any discussion where there is a potential conflict of interest. If you have any
questions, please contact me. Thank you.
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
S e c t i o n H -11
American College of Surgeons
<Insert Planning committee Name>
D is c l o s u r e
o f
Fi n a n c i a l
R e l a t i o n s h i p s
NAME <type name prior to sending>...................................................................................................................................
In order to comply with the ACCME’s Updated Standards for Commercial Support, the American College of Surgeons has
implemented a disclosure process to ensure that anyone who is in a position to control the content of the education activity has
disclosed to us all financial relationships with any commercial interest (see below for definitions). If you indicate on this form
that you may have a conflict of interest, we ask that you recuse yourself from any portion of the planning of the program where
a bias might exist. Please indicate your willingness to do so by checking the appropriate box below.
I do not have any financial relationships with any commercial interests.

• List the names of proprietary entities producing health care goods or services, with the exemption of nonprofit or government
organizations and non–health care-related companies with which you or your spouse/partner have, or have had, a financial
relationship within the past 12 months. For this purpose we consider the financial relationships of your spouse or partner
that you are aware of to be yours.
• Explain what you or your spouse/partner received (eg, salary, honorarium, etc).
• Specify your role.
Commercial Interest
Nature of Relevant Financial Relationship (Include all those that apply)
What I or
spouse/partner received
My role
Honorarium
Speaker
Example: Company ‘X’
What was received: Salary, royalty, intellectual property rights, consulting fee, honoraria, ownership interest (eg, stocks,
stock options, or other ownership interest, excluding diversified mutual funds), or other financial benefit.
My role(s): Employment, management position, independent contractor (including contracted research), consulting, speaking
and teaching, membership on advisory committees or review panels, board membership, and other activities.
will disclose any conflict of interest that may arise during the planning of this activity and recuse myself from
 Iany
discussions where a potential bias could exist.
Glossary of Terms
Commercial Interest The ACCME defines a “commercial interest” as any proprietary entity producing health care goods or services consumed by or used
on patients. It does not consider providers of clinical service directly to patients to be commercial interests..
Financial R elationships Financial relationships are those relationships in which the individual benefits by receiving a salary, royalty, intellectual property
rights, consulting fee, honoraria, ownership interest (eg, stocks, stock options, or other ownership interest, excluding diversified mutual funds), or other financial
benefit. Financial benefits are usually associated with roles such as employment, management position, independent contractor (including contracted research),
consulting, speaking and teaching, membership on advisory committees or review panels, board membership, and other activities from which remuneration is
received, or expected. ACCME considers relationships of the person involved in the CME activity to include financial relationships of a spouse or partner.
R elevant Financial R elationships ACCME focuses on financial relationships with commercial interests in the 12-month period preceding the
time that the individual is being asked to assume a role controlling content of the CME activity. ACCME has not set a minimal dollar amount for relationships to be
significant. Inherent in any amount is the incentive to maintain or increase the value of the relationship. The ACCME defines “’relevant’ financial relationships” as
financial relationships in any amount occurring within the past 12 months that create a conflict of interest.
Conflict of Interest Circumstances create a conflict of interest when an individual has an opportunity to affect CME content about products or services
of a commercial interest with which he/she has a financial relationship.
Signature............................................................................................... Date................................................................................
Please return this form to <insert name> by <insert date>
Fax................................................................................................................................................................................................
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -12
Disclosure Process for Speakers and Moderators
at Chapter Education Activities
STEP 1. The preliminary invitation sent to speakers is to include the following statement. We recommend that it be
highlighted and/or presented prominently:
In order to comply with the ACCME’s Updated Standards for Commercial Support, the American College of Surgeons,
as the accredited CME provider of this activity, has implemented a new disclosure process to ensure that anyone who is in
a position to control the content of the education activity has disclosed to us all relevant financial relationships with any
commercial interest as it pertains to the content of the presentation. The goal of this process is not to exclude people who
have conflicts, but to manage these conflicts while benefiting from your expertise.
Please complete the enclosed disclosure form and return it to <insert name>. Should it be determined that a conflict of
interest exists as a result of a financial relationship you may have, you will be contacted and methods to manage the conflict
will be discussed with you. In addition, all affirmative disclosures must be revealed by a slide at the beginning of the
presentation. Failure or refusal to disclose or the inability to resolve the identified conflict may result in the withdrawal of the
invitation to participate.
STEP 2. Enclose the College’s revised faculty disclosure form with the invitation letter.
STEP 3. Send an e-mail to the speaker from the chapter office upon receipt of the conflict:
Dear Dr.
We are in receipt of your disclosure regarding
. Dr.
will be contacting you
shortly to discuss and manage the conflict. If you have any questions, please contact me. Thank you.
STEP 4. Send an e-mail to the designated chapter official advising of the disclosed conflict. The conflict resolution form
(upper portion completed by the chapter office) is included as an attachment in the e-mail.
Dear Dr. <insert name>
Dr.
, a speaker in your session, has advised us of a potential conflict of interest as it relates to the content
of his/her presentation. We request that you contact him/her and discuss options on how the conflict may be managed.
The goal of the process is not to exclude people with expertise who have conflicts, but to manage these conflicts prior to
the activity. For your convenience, a form is attached to assist you with the resolution. If you find that the conflict cannot
be managed to your satisfaction, the chapter will notify the speaker. We also request that you provide us with two possible
replacements if the conflict cannot be resolved. We would appreciate it if you would return the completed form via e-mail or
fax to <insert name>by <insert date>. Thank you.
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
S e c t i o n H -13
American College of Surgeons
<Insert meeting Name>
S p e a k e r D is c l o s u r e o f R e l e v a n t Fi n a n c i a l R e l a t i o n s h i p s
(This upper section can be
revised to suit your needs)
NAME:
TITLE OF PRESENTATION:
DATE AND TIME OF SESSION:
In order to comply with the ACCME’s Updated Standards for Commercial Support, the American College of Surgeons has implemented a new disclosure process
to ensure that anyone who is in a position to control the content of the education activity has disclosed to us all relevant financial relationships with any commercial
interest (see below for definitions) as it pertains to the content of the presentation. Should it be determined that a conflict of interest exists as a result of a
financial relationship you may have, you will be contacted and methods to resolve the conflict will be discussed with you. In addition, all affirmative disclosures
must be revealed by a slide at the beginning of the presentation. Failure or refusal to disclose or the inability to resolve the identified conflict may result in the
withdrawal of the invitation to participate.
I do not have any relevant financial relationships with any commercial interests pertaining to this presentation.

• List the names of proprietary entities producing health care goods or services, with the exemption of nonprofit or government
organizations and non–health care-related companies with which you or your spouse/partner have, or have had, a relevant
financial relationship within the past 12 months. For this purpose we consider the relevant financial relationships of your
spouse or partner that you are aware of to be yours.
• Explain what you or your spouse/partner received (eg, salary, honorarium, etc).
• Specify your role.
Commercial Interest
Nature of Relevant Financial Relationship (Include all those that apply)
What I or
spouse/partner received
My role
Honorarium
Speaker
Example: Company ‘X’
What was received: Salary, royalty, intellectual property rights, consulting fee, honoraria, ownership interest (eg, stocks,
stock options, or other ownership interest, excluding diversified mutual funds), or other financial benefit.
My role(s): Employment, management position, independent contractor (including contracted research), consulting, speaking
and teaching, membership on advisory committees or review panels, board membership, and other activities.
If your presentation describes the use of a device, product, or drug that is not FDA approved or the off-label use of an
approved device, product, or drug or unapproved usage, it is your responsibility to disclose this information verbally to the
learner during your presentation.
Glossary of Terms
Commercial Interest The ACCME defines a “commercial interest” as any proprietary entity producing health care goods or services consumed by or used
on patients. It does not consider providers of clinical service directly to patients to be commercial interests.
Financial R elationships Financial relationships are those relationships in which the individual benefits by receiving a salary, royalty, intellectual property
rights, consulting fee, honoraria, ownership interest (eg, stocks, stock options, or other ownership interest, excluding diversified mutual funds), or other financial
benefit. Financial benefits are usually associated with roles such as employment, management position, independent contractor (including contracted research),
consulting, speaking and teaching, membership on advisory committees or review panels, board membership, and other activities from which remuneration is
received, or expected. ACCME considers relationships of the person involved in the CME activity to include financial relationships of a spouse or partner.
R elevant Financial R elationships ACCME focuses on financial relationships with commercial interests in the 12-month period preceding the
time that the individual is being asked to assume a role controlling content of the CME activity. ACCME has not set a minimal dollar amount for relationships to be
significant. Inherent in any amount is the incentive to maintain or increase the value of the relationship. The ACCME defines “’relevant’ financial relationships” as
financial relationships in any amount occurring within the past 12 months that create a conflict of interest.
Conflict of Interest Circumstances create a conflict of interest when an individual has an opportunity to affect CME content about products or services
of a commercial interest with which he/she has a financial relationship.
Signature............................................................................................... Date................................................................................
Please return this form to <insert name> by <insert date>
Fax................................................................................................................................................................................................
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -14
Management of Conflict of Interest
ACS Chapter Education Activities
We appreciate your willingness to assist the College in the management of this potential conflict of interest. Please return the
completed form to <insert name> via fax (
) or e-mail (
). Thank you.
Speaker and
Contact
Information
Activity
Session
Conflict
In order to comply with the ACCME’s Updated Standards for Commercial Support, the American College of Surgeons has
implemented a new disclosure process to ensure that everyone who is in a position to control the content of the education
activity has disclosed to us all relevant financial relationships with any commercial interest as it pertains to the content of
the presentation. This speaker has advised us that a potential conflict of interest may exist as a result of a current financial
relationship. While feedback from the learners will be solicited at the meeting regarding the presence of bias, the College is
required to manage the conflict prior to the activity. If the conflict cannot be managed, an alternate speaker must be chosen.
Therefore, we ask that you contact the speaker as soon as possible and, discuss the conflict of interest and possible methods
of resolution.
Suggested ways to manage the conflict include:
 Presentation will include validation of evidence-based content.
 Peer review of content will be done to ensure absence of bias and, if necessary, content will be restructured.
 Content that has the potential to include a conflict will be assigned to another individual.
 The speaker will offer no recommendations and will limit content to scientific data and research results.
 Another speaker will be assigned to address broader implications and recommendations.
Please briefly describe how the conflict has been managed:
If the conflict cannot be managed, please list two alternate speakers (in order of preference)
you would like us to contact:
Name Contact Information
Name Contact Information
Signature.................................................................................................................. Date..............................................................
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -15
Frequently Asked Questions:
Disclosure & Commercial Support
Do committee members need to sign a
disclosure statement at every meeting while
planning the same activity?
What financial relationships need to be disclosed
to the accredited provider?
No. Compliance requires that disclosure is made. Disclosing
the same information repeatedly to the same provider is not
necessary. With the original disclosure information, the
provider is able to implement its mechanism to resolve any
conflicts of interest.
Individuals need to disclose relationships with a commercial
interest if both (a) the relationship is financial and occurred
within the past 12 months and (b) the individual has the
opportunity to affect the content of CME about the products
or services of that commercial interest.
Financial relationships are those relationships in which the
individual benefits by receiving a salary, royalty, intellectual
property rights, consulting fee, honoraria, ownership interest
(e.g., stocks, stock options, or other ownership interest,
excluding diversified mutual funds), or other financial
benefit. Financial benefits are usually associated with roles
such as employment, management position, independent
contractor (including contracted research), consulting,
speaking and teaching, membership on advisory committees
or review panels, board membership, and other activities
for which remuneration is received or expected. ACCME
considers relationships of the person involved in the CME
activity to include financial relationships of a spouse or
partner. The ACCME has not set a minimum dollar amount
for relationships to be significant. Inherent in any amount
is the incentive to maintain or increase the value of the
relationship.
When do relationships create conflicts of interest?
The ACCME considers financial relationships to create actual
conflicts of interest in CME when individuals have both a
financial relationship with a commercial interest and the
opportunity to affect the content of CME about the products
or services of that commercial interest.
Where is the conflict?
When the provider’s interests are aligned with those of a
commercial interest, the interests of the provider are in
“conflict” with the interests of the public. The interests of the
people controlling CME must always be aligned with the best
interests of the public.
What do we do when we appoint a person to speak at the
last minute and when the person arrives at the activity
they refuse to disclose relationship information?
You must not carry on with the activity under these
circumstances. The person cannot participate if they refuse to
disclose, because conflicts of interest can neither be identified
nor resolved.
If disclosure information cannot be analyzed in a timely
fashion, is it appropriate for the activity or presentation
to go on without formal CME credit?
ACCME has never recommended withholding CME credit at
the last minute as an alternative to producing CME that is in
compliance with accreditation requirements. It does not seem
fair to the physician learners. Assuming that in this scenario
there is financial relationship information to disclose to the
learners, a mechanism to resolve conflicts of interest could
still be put in place. For example, the participants could be
asked to evaluate the objectivity of the presentation and the
provider could make it clear to the teacher that there is an
expectation that the presentation would be compliant with
ACCME conflict of interest standards.
What is “commercial support”?
Commercial support is financial, or in-kind, contributions
given by a commercial interest that is used to pay all or part
of the costs of a CME activity.
Can the commercial support be spent directly by the
commercial supporter on costs related to the CME
activity?
No. The commercial support must go first to the provider or
a provider’s joint sponsor or a provider’s educational partner.
How do these circumstances create a conflict of interest?
Can a commercial supporter direct the content of CME?
The potential for increasing the value of the financial
relationship with the commercial interest creates an incentive
to influence the content of the CME—an incentive to insert
commercial bias. Commercial bias is prohibited in CME.
No. The provider must ensure that the content of the
CME truly remains beyond the control of the commercial
supporter. The process to develop the CME must be
independent of the commercial interest. Providers must not
allow commercial supporters to directly or indirectly control
the content of CME.
Chapter Guidebook
How does the CME provider pay for its services in the
production and distribution of a CME activity? Can the
provider take a portion of the grant monies to pay for
activity-related expenses, e.g., certificates, mailings?
Yes. The funds from commercial support may be used by the
provider to pay for the costs of the CME activity including,
for example, the distribution of certificates and other
mailings, as required.
Must the commercial support be given as a single lumpsum grant or payment?
No. Commercial support does not have to be a single
payment or a grant.
Can a commercial supporter supplement its contributions
to the activity by additional direct payments to people
involved in the activity?
No. All commercial support must be stipulated by a written
agreement and must flow through the provider and/or its
educational partner. Only the provider and/or its educational
partner can make payments to people for their role(s) in the
activity.
How can meals or social events compete with
educational events?
Meals or social events compete with educational events when
they happen at the same time in a different location or when
they are the main attraction at the educational activity.
Are mealtime speakers prohibited?
No. Working and learning through mealtime is an efficiency
often included in CME activities.
How can meals or social events take precedence over
educational events?
Using commercial support to pay for modest meals and social
events at CME activities has been allowed for years. However,
providers must avoid planning meals or social events for
longer time periods or more costly than the educational
activity, for example.
Whose expenses can be paid for out of the
commercial support?
Commercial support underwrites the provider’s expenses for
developing and presenting an activity. Commercial support
can be used to pay for the expenses of teachers and authors, as
well others, who are working for the provider on the activity.
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -16
Chapter Guidebook
Educational Grants and
Commercial Support Agreements
Outside funding of an educational activity from a
commercial source must be in the form of an unrestricted
educational grant. “Gifts in kind,” such as equipment for a
course, are also a type of educational grant. Both types of
commercial support must be formalized. As required by the
ACCME, “the terms, conditions, and purposes of such grants
must be documented by a signed agreement between the
commercial supporter and the accredited provider.”
Any company providing commercial support must sign the
ACS agreement. The contract should be returned to you or
to your committee representative prior to the meeting. The
money from the grant can be sent directly to your committee
or to your chapter. The allocation of the grant money should
be included in the post-CME program financial statement
sent to ACS after the meeting. The commercial supporter
also has the right to request information on the expenditure
of the funds provided.
Acknowledgment of
Commercial Support
Commercial support of both types must be acknowledged
in printed announcements and brochures. The suggested
statements include:
“The American College of Surgeons gratefully
acknowledges the unrestricted educational grant from
Pfizer in the amount of $10,000.”
or
“The American College of Surgeons [fill in committee,
chapter name] gratefully acknowledges….”
Acknowledgment for “gifts in kind” must also be made;
however, the specific product should not be mentioned. For
“mixed” commercial support, a list format can be used:
“The American College of Surgeons gratefully
acknowledges the following companies for their
unrestricted educational grants and/or “gifts in kind”:
Aloka – equipment loan
Award – printing of program
Ethicon – equipment loan and $10,000
There is some flexibility regarding the language of the
acknowledgment. The acknowledgment may also include the
mission and areas of clinical involvement of the company as
well as the corporate logo if it is not product promotional in
nature. No specific products may be referenced, even if they
are not related to the topic of the program.
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -17
Commercially Supported Social Events
Commercially supported social events should not compete
with educational sessions. Printed acknowledgment of
commercially supported social events is limited to the
program book/brochure and posters located adjacent to the
events. Signs, table tents, and centerpieces regarding social
events and commercial support are prohibited from being
placed inside the education program room.
Commercial Exhibits
versus Commercial Support
Commercial companies exhibiting at your activity are not
considered commercial supporters. Exhibit fees are not
educational grants. Therefore, exhibitors are not required to
complete a commercial support agreement.
Commercial Advertisements
versus Commercial Support
The funds from corporate advertisements do not constitute
commercial support, and therefore it is not necessary for
the advertiser to complete a commercial support agreement.
However, such advertisements may only appear in
publications of a noneducational nature, such as the general
brochure. Advertisements are not allowed in materials of an
educational nature, including course syllabi.
Satellite Symposium
A satellite symposium is a course planned, executed, and
sponsored by a commercial entity and offered during an
educational activity accredited by the College. There are
several restrictions regarding such
an activity:
1. The College does not provide CME credit for
the symposium. The company must find another
accredited provider in order to offer their attendees
CME credit.
2. The symposium must begin and end outside of the
regular meeting hours of the ACS educational activity.
Satellite symposia are usually offered before or after an
education program. Other options within the meeting
dates include “sunrise” sessions and evening hours,
when no regular sessions are scheduled.
3. Neither the College’s name nor logo may appear in the
symposium materials. A disclaimer should be included
in the promotional materials indicating that there is no
ACS involvement.
4. All promotional materials must be approved by an
ACS representative prior to print.
Chapter Guidebook
Guidelines for Collaboration of
Industry and Surgical Organizations
in Support of Research and
Continuing Education
Collaboration between the medical industry and surgeons
and surgical organizations has benefited health care
delivery in North America for years. Financial support
from industry has enhanced surgical research and the
continuing medical education (CME) of surgeons.
However, the primary objective of professional interactions
between surgeons or surgical organizations and industry
should be the improvement of patient care. It is the
responsibility of surgeons to ensure that this care is not
inappropriately affected by collaboration with industry.
Surgical organizations need to organize CME programs of
the highest quality for their members, while maintaining
costs at a fiscally responsible and reasonable level. These
guidelines for industry support seek to maximize corporate
participation in CME programs while maintaining the
autonomy and impartiality of individual surgeons and
surgical organizations. They are based on the principles of (1)
openness, (2) quality of teaching and research as determined
by experts, (3) freedom from conflict of interest, and (4)
appropriate recognition for industry support.
I.General Guidelines: Meetings
A. Surgical organizations should have the ultimate
responsibility for the planning and development
of CME programs. Industry supporters of CME
programs should not influence the planning, content,
or implementation of an organization’s CME
program.
B. Industry supporters may not organize any functions
involving attendees at a surgical organization’s CME
program that conflict with scientific sessions or
social events. Industry exhibits should enhance the
scientific activities of the CME program and not
interfere with the scientific program.
C. Industry supporters may not use the surgical
organization’s name, logo, or seal in conjunction with
advertising or promotion without written permission
of the organization.
D.Written or recorded details of the scientific program
may not be reproduced without the written consent
of the surgical organization.
E. Industry sponsors may not offer direct payment to
CME program organizers, participants, or attendees
to cover travel, accommodations, or honoraria, nor
may such individuals accept payments if offered.
Support of CME programs shall be accepted only as
unrestricted grants or as exhibitor registration fees.
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -18
F. No industry promotional materials should be
displayed or distributed in the same room during
scientific presentations of single session meetings.
In larger meetings with multiple simultaneous
sessions, the access to promotional materials shall be
controlled by the surgical organization in order to
avoid any appearance of a direct connection between
the distribution of promotional materials and the
scientific presentation.
G. Representatives of industry sponsors may not engage
in sales or promotional activities during scientific
sessions, social events, or business meetings.
H.Industry support of the meetings through
educational grants or exhibitor fees may be
acknowledged on promotional materials and/or in
the agenda of the CME program. Scientific session
moderators may recognize support during the
announcements of the meeting.
I. Program committees may not be in a position of
conflict of interest by virtue of an undisclosed
relationship with industrial companies that fund
CME activities or surgical research activities.
J. Presenters’ lectures or posters shall disclose, as part of
their presentation, any industry support related to the
work being presented.
II.General Guidelines: R esearch/Grants/
Fellowship Awards
A. Scholarships or other funds to permit medical
students, residents, or fellows to attend educational
events shall be permissible as long as the selection
of participants for these funds is made by their
academic institutions or by a surgical organization.
B. Selection of research grants and/or awarding of
fellowships supported by industry shall be made by
surgical organizations free of any influence from
industry.
C. Industry support of research may be recognized in
the minutes of business meetings. However, industry
representatives may not occupy prominent positions
at business meetings, scientific sessions, or social
events.
Chapter Guidebook
III.M anagement of Funds from Industrial Sponsors
A. Decisions regarding funding arrangements for CME
programs should be the responsibility of
the surgical organization’s board or executive
committee (or equivalent). Funds from industrial
supporters shall be in the form of an unrestricted
educational grant made payable to the surgical
organization, or in the form of a CME program
exhibitor registration fee. The terms, conditions,
and purposes of such grants and funds shall be
documented by a signed agreement between the
industry supporter and the surgical organization. No
funds from an industrial source should be paid to
the members of the organization’s board or executive
committee or others involved in planning CME
meetings.
B. Industrial support shall be disclosed in printed
announcements and programs and in all manuscripts
published of work supported with industrial funding;
however, reference may not be made to specific
products.
These guidelines concerning corporate participation of CME
programs and research have been compiled based on the
published guidelines of the American College of Surgeons,
the American Medical Association, the Accreditation
Council for Continuing Medical Education, the Canadian
Medical Association, and the Royal College of Physicians and
Surgeons of Canada.
Encouraged by the College’s Advisory Council for General
Surgery, these guidelines were developed by the College’s
Committee on Ethics. They were approved by the Board of
Regents at its meeting on October 20–22, 2000.
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H -19
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
S e c t i o n H - 20
Letter of Agreement for Commercial Support
AMERICAN COLLEGE OF SURGEONS
Terms and Conditions of an Educational Grant
between the American College of Surgeons and Commercial Supporter:
Company Name/Branch. .................................................................................................................................
Address. .........................................................................................................................................................
Contact Name................................................................................................................................................
Telephone....................................Fax........................................ E-mail...........................................................
regarding the following CME Activity:
Title. ..............................................................................................................................................................
Location.................................................................................... Date.............................................................
This grant will provide support for the above named CME activity by means of:
• Unrestricted educational grant in the amount of $__________
• Other gift in kind (eg, equipment loan, brochure distribution).
Conditions
Statement of Purpose This activity is for scientific and educational purposes only. It will not promote the Company’s
products, directly, or indirectly.
Control of Content & Selection of Presenters and Moderators ACS is responsible for full control of content
and selection of presenters and moderators. The Company agrees not to direct the content of the program. The Company
or its agents will respond only to ACS-initiated requests for suggestions of presenters or sources of possible presenters. The
Company will suggest more than one name (if possible); will provide speaker qualifications, will disclose financial or other
relationships between the Company and the speaker, and will provide this information in writing. ACS will record role of
the Company or its agents in suggesting presenter(s); will seek suggestions from other sources and will make selection of
presenter(s) based on balance and independence.
Disclosure of Financial R elationships ACS will ensure meaningful disclosure to the audience, at the time of the
program of (a) Company funding and (b) any significant relationship between ACS and the Company (eg, grant recipient)
or between individual speakers or moderators and the Company.
Involvement in Content There will be no “scripting,” emphasis, or direction on content by the Company or its agents.
A ncillary Promotional Activities No promotional activities will be permitted in the same room or vicinity before,
during, or after the educational activity. No product advertisements will be permitted in the activity room.
Objectivity & Balance ACS will make every effort to ensure that data regarding the Company’s products (or
competing products) are objectively selected and presented, with favorable and unfavorable information and balanced
discussion of prevailing information on the product(s) and/or alternative treatments.
Limitation on Data ACS will ensure, to the extent possible, meaningful disclosure of limitations on data
(eg, ongoing research, interim analyses, preliminary data, or unsupported opinion).
(continued on following page)
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H - 21
Discussion of Unapproved Uses ACS will require that presenters disclose when a product is considered off-label
or investigational.
Opportunities for Debate ACS will ensure meaningful opportunities for questioning or scientific debate.
Independence of Sponsors in the Use of Contributed Funds All funds and other support associated with this
CME activity must be given with the full knowledge and approval of the American College of Surgeons.
a. Funds should be in the form of an educational grant made payable to the [name of ACS chapter]
b. No other funds from the commercial supporter will be paid to the program director, faculty, or others involved
with the CME activity (additional honoraria, extra social events, etc.)
The Commercial Supporter agrees to abide by all requirements of the ACCME’s Standards for
Commercial Support of Continuing Medical Education.
The A merican College of Surgeons agrees to:
a. Comply with the ACCME’s Standards of Commercial Support of CME.
b. Acknowledge educational support from the commercial supporter in program brochures, syllabi, and other
program materials.
c. Upon request, furnish the commercial supporter a report concerning the expenditure of the funds provided.
AGREED
For the
Commercial Company:
Signature of R epresentative__________________________________ Date__________________________
For the
American College of Surgeons:
Signature of R epresentative__________________________________ Date__________________________
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H - 22
On-Site Requirements
Activity Evaluations
Attendee evaluations are an essential component of any CME activity, because they provide invaluable needs assessment data for
planning future educational activities. As required by the ACCME, “The provider must evaluate the effectiveness of its CME
activities in meeting identified educational needs.”
An evaluation form can be simple or very detailed. There are nine standard questions that should be included on the evaluation
form in order to comply with ACCME and ACS standards. These questions should be asked at the beginning of the evaluation.
Additional questions may be added, including specific appraisals of each seminar and speaker and demographic information.
Two samples of evaluation forms are included. Other evaluations with different formats, styles, and questions may be used
in a College-sponsored activity. However, chapters should ensure that the basic questions are also included on the form. All
evaluation forms should be approved by the Division of Member Services prior to printing.
In order to receive as many completed evaluations as possible, we suggest that a completed evaluation be a prerequisite for
receipt of a CME certificate. This requirement typically results in a much higher rate of return, which will provide you with
valuable needs assessment data for future programs. After the activity, evaluations should be tabulated and sent to ACS, along
with a summary of the comments and suggestions.
Sign-in Sheets
Prepare and use sign-in sheets for each day of the education program. A copy of each day’s sign-in sheet must be sent to ACS.
Sign-in Sheet Example
Activity Name:
Location:
Date:
Faculty:
The sign-in sheet should be prepared (alphabetically) prior to the meeting and list all known participants. On-site registrants
can add their names and signatures at the start of the course.
Attendance is verified through the physician’s signature on the list.
Name of Participant­
Signature of Participant­
1­
Nancy Brown­
­
2­
George Jones­
­
3­
Mary Minor­
­
4­
Kathy Smith­
T o t a l n u m b e r o f v e r i f i e d p a r t i c i p a n t s : _____
CME Certificates
CME certificates may be given either on site at the conclusion of the activity or by mail after the education program. A
certificate is not mandatory, but physicians increasingly need this documentation as a record of attendance. The certificate can
be submitted by the physician to hospitals, state licensing boards, and other entities that require verification of CME activity
each year.
The AMA standard designation statements must appear on the certificate. These designations have been changed as of January
2003 to reflect new AMA regulations. In addition, the AMA now requires that the exact number of credits claimed by the
physician appear on the certificate. The AMA has also deleted the term “hours” from the credit designation.
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
S e c t i o n H - 23
Sample CME Certificate
American College of Surgeons
Division of Education
Continuing Medical Education Certificate
(participant name)
has participated in the educational activity titled:
Activity Name
City/State
Date
The American College of Surgeons is accredited by the Accreditation Council for
Continuing
Medical Education (ACCME) to provide continuing medical education for physicians.
The American College of Surgeons designates this educational activity for a
TM
maximum of
AMA PRA Category 1 Credits . Physicians should only claim
credit commensurate with the extent of their participation in the activity.
Ajit K. Sachdeva, MD, FACS, FRCSC
Director
total credits claimed
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
S e c t i o n H - 24
American College of Surgeons
Sponsoring Division
Course name
City/state
dates
SAMPLE EVALUATION FORM #1
IN ORDER TO RECEIVE A CME CERTIFICATE, PLEASE BRING THIS COMPLETED FORM TO <insert location>
HOURS OF OPERATION ARE <insert applicable dates and times>
As a participant at this educational activity, I attended ________ hours* of sessions.
*1 hour = 1 AMA PRA Category 1 Credit™
If applicable, insert the following: *Note: CME Certificates will be mailed <insert approximate date>.
Please check the box if you are a member of the American College of Surgeons. Your MY CME portal page will be

updated with the credits earned within 6 months of this meeting. ACS ID # :_______________
PLEASE PRINT NAME............................................................................................................................................................
Instructions: Please check the appropriate circle for each question
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree














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
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
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
Excellent
Very Good
Good
Fair
Poor


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

1. Program topics and content were consistent with
printed objectives
2. Content was relevant to my educational needs
3. Discussion time was adequate and enhanced
understanding of subject
4. Acquired knowledge will be applied in my practice
environment
5. Supplemental written materials helped clarify
course content
6. Room and facilities were appropriate for the activity
7. I will seek additional information on this subject
8. Program was fair, objective, and unbiased toward
any product or program
Please explain any specific instance(s) of bias or conflict of interest:
9. Overall, how would you rate this session?
What “hot topics” would you like to see at future meetings?
Other comments or suggestions:
Contact information (optional)......................................................................................................................................................
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H - 25
Instructor/Topic.....................................................................................................................................................................
Content
Presentation
Excellent
Very Good
Good
Fair
Poor
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
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

Fair, objective, and unbiased toward any product or
program
Yes
 No
 Comments
Instructor/Topic.....................................................................................................................................................................
Content
Presentation
Excellent
Very Good
Good
Fair
Poor

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Fair, objective, and unbiased toward any product or
program
Yes
 No
 Comments
Instructor/Topic.....................................................................................................................................................................
Content
Presentation
Excellent
Very Good
Good
Fair
Poor

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Fair, objective, and unbiased toward any product or
program
Yes
 No
 Comments
Instructor/Topic.....................................................................................................................................................................
Content
Presentation
Fair, objective, and unbiased toward any product or
program
Comments
Excellent
Very Good
Good
Fair
Poor
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Yes
 No
 Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
S e c t i o n H - 26
American College of Surgeons
Sponsoring Division
Course name
City/state
dates
SAMPLE EVALUATION FORM #2
IN ORDER TO RECEIVE A CME CERTIFICATE, PLEASE BRING THIS COMPLETED FORM TO <insert location>
HOURS OF OPERATION ARE <insert applicable dates and times>
As a participant at this educational activity, I attended ________ hours* of sessions.
*1 hour = 1 AMA PRA Category 1 Credit™
If applicable, insert the following: *Note: CME Certificates will be mailed <insert approximate date>.
Please check the box if you are a member of the American College of Surgeons. Your MY CME portal page will be

updated with the credits earned within 6 months of this meeting. ACS ID # :_______________
PLEASE PRINT NAME............................................................................................................................................................
Instructions: Please circle the appropriate number for each question
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
1. Program topics and content were consistent with
printed objectives
5
4
3
2
1
2. Content was relevant to my educational needs
5
4
3
2
1
3. Discussion time was adequate and enhanced
understanding of subject
4. Acquired knowledge will be applied in my practice
environment
5. Supplemental written materials helped clarify course
content
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
6. Room and facilities were appropriate for the activity
5
5
4
4
3
3
2
2
1
1
5
4
3
2
1
Excellent
Very Good
Good
Fair
Poor
5
4
3
2
1
7. I will seek additional information on this subject
8. Program was fair, objective, and unbiased toward
any product or program
Please explain any specific instance(s) of bias or conflict of interest:
9. Overall, how would you rate this session?
What “hot topics” would you like to see at future meetings?
Additional comments:
Contact information (optional)....................................................................................................................................................
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
S e c t i o n H - 27
Post Activity Requirements
Within 30 days of the conclusion of the CME program, copies of the following materials must be sent to the Division of Member
Services for the chapter’s CME file:
• A report from the on-site Governor, which includes an overall summary of the CME program
• A summary of the evaluations that were completed by the participants
• Attendance information with sign-in sheets
• Two copies of the final program brochure
• A copy of each Faculty Disclosure Form
• A copy of the faculty disclosure information sheet
• A copy of each Commercial Support Agreement that was in effect during the education program
• Revenue and expense report (if applicable)
Evaluation Summary Example
Activity Name:
Location:
Dates of Activity:
The total number of participants for the course:
The total number of evaluations returned:
Percentage of evaluations returned:
Cumulative Ratings:
• Program topics and content were consistent with printed objectives – [insert rating]
• Content of course was relevant to my educational needs – [insert rating]
• Discussion time was adequate and enhanced understanding of subject – [insert rating]
• Acquired knowledge will be applied in my practice environment – [insert rating]
• Supplemental written materials helped clarify course content – [insert rating]
• Room and facilities were appropriate for the course – [insert rating]
• I will seek additional information on this subject – [insert rating]
• Program was fair, objective, and unbiased toward any product or program – [insert rating]
• Overall, how would you rate this session/course? – [insert rating]
Comments About the Program:
All comments, criticisms, and suggestions should be included in the summary.
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
R evenue/Expense R eport Example
Revenue
Registrations
Grants/Sponsorships*
Exhibits
Total
Total R evenue
Expenses
Printing­
Postage­
Honoraria­
Total
­
­
­
Travel­
Supplies­
Food & Beverage­
Room Rental­
­
­
­
­
­Total Expenses­
Sponsorships*
Aloka
B&K Medical
Ethicon
­
Amt. Received
S e c t i o n H - 28
Co n t i n u i n g M e d i c a l E d uc at i o n
Chapter Guidebook
S e c t i o n H - 29
AMERICAN COLLEGE OF SURGEONS
CME JOINT SPONSORSHIP PROGRAM | DIVISION OF EDUCATION
AT T E N D A N C E L I S T A N D V E R I F I E D C R E D I T
Meeting Name:
Date(s) of Meeting:
Location:
Maximum CME:
FIRST NAME
LAST NAME
CITY
STATE
ACS Member
# CME CREDITS
Chapter Guidebook
Co n t i n u i n g M e d i c a l E d uc at i o n
A ppendix 2
Speakers Bureau–Commission on Cancer
The Speakers Bureau of the Commission on Cancer (CoC)
has developed formal presentations on various topics for
the physician and cancer registrar. Speakers are recruited to
present the subjects at meetings. The presentations include a
set of slides and a slide script. Speakers are reimbursed by the
CoC for travel and subsistence expenses. The CoC creates the
slides and provides any administrative support needed.
The following subjects are available:
• Benefits of Being an Approved Program
• AJCC TNM Staging for Physicians (6th Edition)
• Facility Information Profile System (FIPS)
• Role of the Cancer Liaison Physician
• What Is the CoC?
• What Is the American Joint Committee on Cancer
(AJCC)?
Chapters interested in offering any of the presentations at
their meetings should contact the ACS Cancer Programs at
coc@facs.org, or call 312/202-5085.
CME credit has not been approved for these presentations.
Chapters seeking CME credit should contact the ACS
Division of Member Services and supply the required
documentation to apply for CME credit.
S e c t i o n H - 30
Advoc ac y and Coalitions
Chapter Guidebook
S e c t i o n I -1
Advocacy and Coalitions
Legislative Advocacy
As the federal and state governments have become more active in regulating virtually all aspects of health care, it has become
increasingly important for chapters to participate in advocacy efforts. Very often the surgical perspective on an issue is not heard
by legislators or other government officials, resulting in passage and implementation of laws or regulations that may create more
problems than those they were intended to solve. Only through active participation by chapters in grassroots advocacy can it be
assured that Fellow’s concerns are fairly represented.
Grassroots advocacy, however, sometimes seems to be a confusing and frustrating effort. A lack of information about an issue,
unfamiliarity with the “how-to’s” of legislative advocacy, uncertainty about the effects of advocacy activities, and the idea of
squeezing one more activity into an already busy schedule can make grassroots advocacy an intimidating proposition to both
chapters and individual surgeons.
The College is committed to helping chapters develop and implement grassroots advocacy activities. Many useful resources and
College programs exist to streamline and simplify chapter involvement. In addition, the Internet has made grassroots advocacy a
quick and efficient method for communicating with elected officials.
Advocacy Resources and Activities
StAR Program
Note: Web links to the items described below are found at the
end of this section.
In order to become more active in state legislative advocacy
efforts, the College is identifying an individual in each
state who will serve as a State Advocacy Representative
(StAR) and be recognized as the point person to carry
the College’s message to statehouses around the country.
Another responsibility of these individuals will be to reach
out to their counterparts in the specialty societies and state
medical societies who are performing the same service for
their organizations. The StAR could be a chapter president,
legislative committee chairperson, or a Fellow with expertise
in the advocacy arena. In some cases, chapter administrators
should also participate in this program. Larger states with
longer legislative sessions may need more than one StAR.
Staff
The College has committed considerable staff resources to
its Division of Advocacy and Health Policy (AHP). AHP is
involved in numerous socioeconomic issues and activities.
Its Web page contains links to information for Collegesponsored CPT coding workshops, practice management
courses, and the CPT coding hotline, as well as a complete
list of AHP staff, including contact information and areas
of responsibility.
Calling a staff person in AHP is a good first step toward
learning more about an issue, getting advice on which
legislators or government officials to contact, and so on.
The Washington office, which handles all federal activity,
can be contacted at 202/337-2701. Questions about state
legislative or regulatory issues should be directed to Jon
Sutton, State Affairs Associate, in the College’s Chicago
Office at 312/202-5358.
State Surgery Legislative Action Center (SSLAC)
To make grassroots advocacy as accessible as possible to
chapters and state surgical specialty societies, the College and
14 other national specialty societies have set up a Surgery
State Legislative Action Center. The SSLAC is an electronic
advocacy tool that uses the same software program (CapWiz)
and ZIP Code matching technology that the College and
many other national specialty societies use for federal
advocacy efforts. This system will match surgeons with their
elected state representatives, allowing them to reach out to
members of their state legislatures on an ad-hoc basis or
through a coordinated grassroots campaign.
The SSLAC includes a homepage highlighting the logo of
each participating surgical specialty society. Action alerts
and prewritten advocacy letters are posted and can be sent
with the click of a computer mouse. Chapters are strongly
encouraged to contact the College to post alerts on the action
center. In addition, all chapter Websites should have a link to
the SSLAC.
Chapter Guidebook
Federal Legislative Action Center (LAC)
This simple, user-friendly Web-based advocacy tool is an
excellent way for surgeons to advocate on their behalf. The
LAC requires entry of a ZIP Code, which helps identify
federal legislators. It contains action alerts on such issues as
Medicare payment, trauma funding, and federal tort reform,
and provides sample letters to legislators that can be sent
by e-mail directly from the LAC. These letters are easy to
modify to reflect a surgeon’s personal situation and the effect
that proposed legislation could have on his or her patients.
The LAC also conveniently links a surgeon to local media
outlets (newspapers, magazines, television and radio stations),
so that surgeons can get the message out to the public and to
patients, who can serve as effective advocates on any issue.
Advoc ac y and Coalitions
Addressing Correspondence:
To a Senator:
The Honorable (full name)
(room #)
(name of) Senate Office Building
United States Senate
Washington, DC 20510
Dear Senator:
To a Representative:
The Honorable (full name)
(room #)
(name of) House Office Building
Communicating with Legislators
United States House of Representatives
Tips on Telephoning Your Representative
Washington, DC 20515
To find your Congressional representative’s phone number,
use our searchable online congressional directory or call the
U.S. Capitol switchboard at 202/224-3121 and ask for your
senator’s and/or representative’s office.
Dear Representative:
Remember that telephone calls are often taken by a staff
member, not the member of Congress. Ask to speak with the
aide who handles the issue on which you wish to comment.
After identifying yourself, tell the aide you would like to leave
a brief message, such as: “Please tell Senator/Representative
(Name) that I support/oppose (S.
/H.R.8
).”
You will also want to state reasons for your support or
opposition to the bill. Ask for your senator’s or representative’s
position on the bill. You may also request a written response
to your telephone call.
Tips on Writing Congress
The letter is the most popular choice of communication with
a congressional office. If you decide to write a letter, this list
of helpful suggestions will improve the effectiveness of the
letter:
1. Your purpose for writing should be stated in the first
paragraph of the letter. If your letter pertains to a
specific piece of legislation, identify it accordingly:
[House bill] H.R.
, [Senate bill] S.
.
2. Be courteous, to the point, and include key
information, using examples to support your position.
3. Address only one issue in each letter; and, if possible,
keep the letter to one page.
S e c t i o n I -2
Note: When writing to the chair of a committee or the Speaker of
the House, it is proper to address them as:
Dear Mr. Chairman or Madam Chairwoman:
Dear Mr. Speaker:
Tips on E-mailing Congress
Generally, the same guidelines apply as with writing letters
to Congress. You may find and e-mail your representatives
directly from this Website.
Critical to grassroots advocacy is effective communication
with legislators and other government officials. Whether
communication is conducted in written or oral form, it is
important to understand and follow a few simple “dos and
don’ts” for writing letters, talking with a legislator, or setting
up a meeting. These tips can be found under the “Issues and
Legislation” section of both the LAC and the SSLAC.
State Legislature Websites
Each state legislature has a Website that contains volumes
of information relating to bill status/history and text, pages
for state senators and representatives, and lists of legislative
committees and their hearing schedules. They can also
serve as tools for identifying an individual’s elected officials,
reviewing voting information, and so on.
Publications on Socioeconomic Issues
It is important to know in advance of communicating with
policymakers exactly what to say about an issue. To help
chapters and surgeons understand socioeconomic issues,
for many years the College has published articles, health
policy briefs, and newsletters highlighting state and federal
issues. These publications, as well as the College’s views on
particular issues are available on the College’s Website.
Chapter Guidebook
Issue Action Kits
To assist chapters in dealing with the scope of practice
issues and medical liability reform efforts, the College has
developed issue action kits. These kits contain many useful
advocacy materials that can be tailored to the needs of a
specific state.
Other Internet Resources
Searching the Internet for anything may be a frustrating and
time-consuming experience. To help narrow the focus, the
College’s Website identifies some useful legislative Internet
sites, as well as links to the legislative/governmental relations
pages of the national surgical specialty societies. The Web
site addresses for the national surgical specialty societies are
listed below.
Web Addresses
Division of A dvocacy and Health Policy
www.facs.org/dept/hpa/index.html
Advoc ac y and Coalitions
Sec tion I -3
National Specialty Resources
Some of the national specialty societies have legislative
pages on their Websites. Most of them are more focused on
Congress than on the state legislatures, but a couple also have
information on state issues. Listed below are links to those
national specialty societies with legislative information.
A merican Academy of Ophthalmology
http://www.eyenet.org
A merican Academy of Otolaryngology
Head and Neck Surgery
http://www.entnet.org
Note: A member password is needed to access legislative briefings.
A merican A ssociation of Neurological Surgeons
http://www.aans.org/
A merican A ssociation of Orthopaedic Surgeons
http://www.aaos.org/wordhtml/health.htm
ACS A dvocacy and Health Policy staff
A merican A ssociation for Thoracic Surgery
http://www.aats.org
State Surgery Legislative Action Center\
Note: This site links with the Cardiothoracic Surgery Network
(http://www.ctsnet.org), which provides current news and a
Washington report.
www.facs.org/dept/hpa/staff.html
http://www.facs.org/sslac
Federal Legislative Action Center
http://capwiz.com/facs/home/
A merican College of Obstetricians
and Gynecologists
State legislature Websites
http://www.acog.org
Publications on socioeconomic issues
Note: From the ACOG home page, click on Legislative News
or State Legislature to access federal and state information.
The Legislative Action Center is available from the Legislative
News page.
www.facs.org/dept/hpa/statesites.html
www.facs.org/dept/hpa/pubs/pubs/html
College views on particular issues
http://www.facs.org/dept/hpa/views/views.html
Other resources
www.facs.org/dept/hpa/otherres.html
Scope of practice action kit
www.facs.org/dept/hpa/scopeofpractice.html
Professional liability action kit
http://www.facs.org/dept/hpa/proliability.html
A merican Society of Plastic Surgeons
http://www.plasticsurgery.org/advocacy/advocacy.htm
Society of Thoracic Surgeons
http://www.sts.org
Liaison with Medicare
Carrier Advisory Committees
As part of its grassroots advocacy activity, chapters
also should participate in the state-level Medicare Carrier
Advisory Committees (MCACs). MCACs are responsible
for determining the amount of payment for Medicare
services, as well as which services will be eligible for
reimbursement. MCACs are managed by each state’s
Medicare carrier. To contact the MCAC for your chapter,
visit the Centers for Medicare and Medicaid Services at
http://cms.hhs.gov/contacts/incardir.asp#1. Also, the College’s
staff in the Washington, DC, office can be reached at
202/337-2701 for assistance.
Chapter Guidebook
Liaison with Other
State Organizations
A grassroots advocacy program can be most effective when
carried out by a coalition of state organizations willing to
work together for a common purpose. Chapters should
develop collaborative efforts with state surgical specialty
societies, local community organizations, state and county
medical societies, and others. Taking the lead on issues of
importance to the surgical community, such as medical
liability reform, is a mantle of responsibility that should be
proudly worn by chapters. Surgeons of various specialties
look to the College and its chapters to provide leadership in
advocacy. Chapters that do so will play a prominent role in
the surgical community for years to come, and build good
will among physician organizations. In addition, shared
advocacy efforts permit multiple organizations to share
expenses for these efforts. Contact information for each state
medical society is listed in Appendix 1.
ACS Professional Association
In 2001, the College’s Board of Governors unanimously
approved the formation of a political action committee
(PAC). To implement the Governors’ mandate, the College
established the American College of Surgeons Professional
Association (ACSPA), a separate 501(c)(6) tax-exempt
organization. The mission of ACSPA is to provide a broader
range of activities and services to benefit surgeons and their
patients, including an expanded legislative action program
that features a PAC.
This new corporation allows the College to continue
the standard-setting and educational activities that have
always been at the heart of its mission. It also expands the
opportunities to provide more direct benefits to surgeons
and their patients. In addition to political activities, ACSPA’s
structure could allow the College to create new educational
and credentialing programs, provide management services
to other associations, market new insurance and investment
products, and more. For the present, however, ACSPA will
house only the expanded legislative action program.
Beginning in 2003, Fellows’ dues to the College will be paid
to ACSPA. In turn, ACSPA will provide funds to the College
to support its ongoing scientific and educational activities. A
portion of dues receipts will be retained by ACSPA to finance
legislative support activities. No dues will be spent to finance
political activities.
Fellows who wish to support political activities on behalf
of the College can voluntarily contribute to ACSPASurgeonsPAC. To make a contribution, or for more
information about ACSPA-SurgeonsPAC, contact Erin
LaFlair, Political Coordinator, ACSPA, in Washington, DC,
at 202/672-1520, or via e-mail at ACSPA@facs.org.
Advoc ac y and Coalitions
Section I-4
Chapter Guidebook
Advoc ac y and Coalitions
Sec tion I-5
A ppendix 1
State Medical Societies
Medical A ssociation of the State of A labama
Medical Society of Delaware
19 South Jackson Street
Montgomery, AL 36102-1900
334/954-2500 (office)
800/239-6272 (toll-free)
334/269-5200 (fax)
Website: www.masalink.org
1925 Lovering Avenue
Wilmington, DE 19806
302/658-7596 (office)
302/658-9669 (fax)
Website: www.medsocdel.org
A laska State Medical A ssociation
4107 Laurel Street
Anchorage, AK 99508
907/562-2662 (office)
907/561-2063 (fax)
2175 K Street, NW, Suite 200
Washington, DC 20037
202/466-1800 (office)
202/452-1542 (fax)
Website: http://www.msdc.org/
A rizona Medical A ssociation, Inc.
Florida Medical A ssociation
810 West Bethany Home Road
Phoenix, AZ 85013
602/246-8901 (office)
800/482-3480 (toll-free)
602/242-6283 (fax)
Website: www.azmedassn.org
123 S. Adams Street
PO Box 10269
Tallahassee, FL 32301
850/224-6496 (office)
850/224-6627 (fax)
Website: www.fmaonline.org
A rkansas Medical Society
Medical A ssociation of Georgia
Medical Society of the District of Columbia
10 Corporate Hill Drive, Suite 300
PO Box 55088
Little Rock, AR 72215
501/224-8967 (office)
501/224-6489 (fax)
Website: www.arkmed.org
1330 W. Peachtree Street, NW, Suite 500
Atlanta, GA 30309-2904
404/876-7535 (office)
404/881-5021 (fax)
Website: www.mag.org
California Medical A ssociation
1360 S. Beretania Street, Suite 100
Honolulu, HI 96814
808/536-7702 (office)
808/528-2376 (fax)
Website: www.hmaonline.net
221 Main Street
PO Box 7690
San Francisco, CA 94120-7690
415/882-5100 (office)
415/882-3349 (fax)
Website: www.cmanet.org
Colorado Medical Society
7351 Lowry Boulevard
Denver, CO 80230
720/859-1001 (office)
800/654-5653 (toll-free)
Website: www.cms.org
Connecticut State Medical Society
160 Saint Ronan Street
New Haven, CT 06511
203/865-0587 (office)
203/865-4997 (fax)
Website: www.csms.org
Hawaii Medical A ssociation
Idaho Medical A ssociation
305 W. Jefferson
PO Box 2668
Boise, ID 83702
208/344-7888 (office)
208/344-7903 (fax)
Website: www.idmed.org
Illinois State Medical Society
20 N. Michigan Avenue, Suite 700
Chicago, IL 60602
312/782-1654 (office)
312/782-2023 (fax)
Website: www.isms.org
Chapter Guidebook
Advoc ac y and Coalitions
Indiana State Medical A ssociation
Michigan State Medical Society
Iowa Medical Society
Minnesota Medical A ssociation
K ansas Medical Society
Mississippi State Medical A ssociation
322 Canal Walk, Canal Level
Indianapolis, IN 46202-3252
317/261-2060 (office)
317/261-2076 (fax)
Website: www.ismanet.org
1001 Grand Avenue
West Des Moines, IA 50265
515/223-1401 (office)
515/223-8420 (fax)
Website: www.iowamedicalsociety.org
623 SW 10th Avenue
Topeka, KS 66612
913/235-2383 (office)
913/235-5114 (fax)
Website: www.kmsonline.org
K entucky Medical A ssociation
4965 U.S. Hwy. 42, Suite 2000
Louisville, KY 40222-6301
502/426-6200 (office)
502/426-6877 (fax)
Website: www.kyma.org
Louisiana State Medical Society
6767 Perkins Road
Baton Rouge, LA 70808
504/763-8500 (office)
504/763-6122 (fax)
Website: www.lsms.org
M aine Medical A ssociation
PO Box 190
Manchester, ME 04351-0190
207/622-3374 (office)
207/622-3332 (fax)
Website: www.mainemed.org
Medical & Chirurgical Faculty of the State of
M aryland
1211 Cathedral Street
Baltimore, MD 21201
410/539-0872 (office)
410/547-0915 (fax)
Website: www.medchi.org
M assachusetts Medical Society
1440 Main Street
Waltham, MA 02154
617/893-4610 (office)
617/893-3481 (fax)
Website: www.massmed.org
120 W. Saginaw
East Lansing, MI 48826-0950
517/337-1351 (office)
517/337-2490 (fax)
Website: www.msms.org
3433 Broadway Street, NE, Suite 300
Minneapolis, MN 55413-1760
612/378-1761 (office)
612/378-3875 (fax)
Website: www.mnmed.org
PO Box 2548
Ridgeland, MS 39158-2548
601/354-6733 (office)
800/898-0251 (toll-free)
601/352-4834 (fax)
Website: www.msmaonline.com
Missouri State Medical A ssociation
113 Madison Street
PO Box 1028
Jefferson City, MO 65102
573/636-5151 (office)
573/636-8552 (fax)
Website: www.msma.org
Montana Medical A ssociation
2021 11th Avenue, Suite 1
Helena, MT 59601-4890
406/443-4000 (office)
406/443-4042 (fax)
Website: www.mmaoffice.com
Nebraska Medical A ssociation
233 S. 13th Street, Suite 1512
Lincoln, NE 68508-2901
402/474-4472 (office)
402/474-2198 (fax)
Website: www.nebmed.org
Nevada State Medical A ssociation
3660 Baker Lane, Suite 101
Reno, NV 89509
775/825-6788 (office)
775/825-3202 (fax)
Website: www.nsmadocs.org
New Hampshire Medical Society
7 N. State Street
Concord, NH 03301-6389
603/224-1909 (office)
603/226-2432 (fax)
Website: www.mednexus.com/nhms
Section I-6
Chapter Guidebook
Advoc ac y and Coalitions
Medical Society of New Jersey
Pennsylvania Medical Society
New Mexico Medical Society
Puerto R ico Medical A ssociation
Medical Society of the State of New York
R hode Island Medical A ssociation
Two Princess Road
Lawrenceville, NJ 08648-2302
609/896-1766 (office)
609/896-0674 (fax)
Website: www.msnj.org
7770 Jefferson, NE, Suite 400
Albuquerque, NM 87109
505/828-0237 (office)
505/828-0336 (fax)
Website: www.nmms.org/nmms
420 Lakeville Road
PO Box 5404
Lake Success, NY 11042-5404
516/488-6100 (office)
516/488-6136 (fax)
Website: www.mssny.org
North Carolina Medical Society
222 N. Pearson Street
PO Box 27167
Raleigh, NC 27611-7167
919/833-3836 (office)
919/833-2023 (fax)
Website: www.ncmedsoc.org
North Dakota Medical A ssociation
1025 N. Third Street
PO Box 1198
Bismarck, ND 58502-1198
701/223-9475 (office)
701/223-9476 (fax)
Website: www.ndmed.com
Ohio State Medical A ssociation
1500 Lake Shore Drive
Columbus, OH 43204-3891
614/486-2401 (office)
614/486-3130 (fax)
Website: www.osma.org
Oklahoma State Medical A ssociation
601 NW I-44 Service Road
Oklahoma City, OK 73118
405/843-9571 (office)
405/842-1834 (fax)
Website: www.osmaonline.org
Oregon Medical A ssociation
5210 SW Corbett Street
Portland, OR 97201
503/226-1555 (office)
503/241-7148 (fax)
Website: www.ormedassoc.org
777 E. Park Drive
Harrisburg, PA 17105-8820
717/558-7750 (office)
717/558-7840 (fax)
Website: www.pamedsoc.org
1305 Fernandez Juncos Avenue, Stop 19
PO Box 9387
San Juan, PR 00908-9387
809/721-6969 (office)
809/722-1191 (fax)
106 Francis Street
Providence, RI 02903
401/331-3207 (office)
401/751-8050 (fax)
Website: www.rimed.org
South Carolina Medical A ssociation
3210 Fernan
PO Box 11188
Columbia, SC 29211
803/798-6207 (office)
803/772-6783 (fax)
Website: scmanet.org
South Dakota State Medical A ssoci