About Us

CMAA Mission Statement

The club managers association of america advaces the professional of club management by fulfilling the educational and related needs of its members.
*Revised by the board of directors in 1992.

This mission is accomplished through the following strategic priorities:

  • Providing state-of-the-art educational programs; 
  • Representing the members to allied associations, club members and a broader public; and 
  • Providing unique information and resources that increase member performance and career potential.


  • CMAA Objectives
      1. CERTIFICATION ¬ To enhance the member's professional status through certification.
      2. CLUB MANAGEMENT PROFESSION AND INDIVIDUAL CLUBS ¬ To advance the club management profession and to assist individual CMAA members and their clubs.
      3. COMMUNICATIONS ¬ To effectively communicate with members, clubs, government, the media and the general public and to develop and maintain publications and other materials.
      4. EDUCATION ¬ To provide a wide variety of educational programs and materials to meet diverse educational needs.
      5. ETHICS ¬ To encourage high ethical standards in dealings with fellow club managers, clubs and others.
      6. EXECUTIVE CAREER SERVICES ¬ To assist CMAA members in their career development and in job opportunities and to assist clubs in securing management personnel.
      7. GOVERNMENT RELATIONS ¬ To interpret and report on changing social, governmental and economic conditions affecting club management.
      8. MEMBERSHIP AND INTERNAL ASSOCIATION MANAGEMENT ¬ To recruit and retain members and to manage the Association in a manner that will effectively represent the views of its members.
      9. OTHER ORGANIZATIONAL RELATIONS ¬ To foster appropriate relations with other organizations that will contribute to the objectives of the club industry and CMAA's members.
      10. PREMIER CLUB SERVICES® ¬ To provide innovative programs, products and services for the successful operation of clubs.
      11. RESEARCH AND DEVELOPMENT ¬ To conduct research and develop, analyze and disseminate information/data related to club management and the club industry. 
  • CMAAA's BRAND PROMISE
    • CMAA provides its members with the expertise to deliver an exceptional club experience that fulfills the unexpressed needs and desires of its members and guests consistent with their lifestyles. We enhance our members' success by offering professional leadership development, ethical standards and responsive services.
  • CMAA CODE OF ETHICS
    • We believe the management of clubs is an honorable calling. It shall be incumbent upon club managers to be knowledgeable in the application of sound principles in the management of clubs, with ample opportunity to keep abreast of current practices and procedures. We are convinced that the Club Managers Association of America best represents these interests, and as members thereof, subscribe to the following CODE OF ETHICS. 
      We will uphold the best traditions of club management through adherence to sound business principles. By our behavior and demeanor, we shall set an example for our employees and will assist our club officers to secure the utmost in efficient and successful club operations. 
      We will consistently promote the recognition and esteem of club management as a profession and conduct our personal and business affairs in a manner to reflect capability and integrity. We will always honor our contractual employment obligations. 
      We shall promote community and civic affairs by maintaining good relations with the public sector to the extent possible within the limits of our club's demands. 
      We will strive to advance our knowledge and abilities as club managers, and willingly share with other Association members the lessons of our experience and knowledge gained by supporting and participating in our local chapter and the National Association's educational meetings and seminars. 
      We will not permit ourselves to be subsidized or compromised by any interest doing business with our clubs. 
      We will refrain from initiating, directly or through an agent, any communications with a director, member or employee of another club regarding its affairs without the prior knowledge of the manager thereof, if it has a manager. 
      We will advise the National Headquarters, whenever possible, regarding managerial openings at clubs that come to our attention. We will do all within our power to assist our fellow club managers in pursuit of their professional goals. 
      We shall not be deterred from compliance with the law, as it applies to our clubs. We shall provide our club officers and trustees with specifics of Federal, State and Local laws, statutes and regulations, to avoid punitive action and costly litigation. 
      We deem it our duty to report to local or national officers any willful violations of the CMAA CODE OF ETHICS.
  • Dealing with Ethics Violations
    • All efforts should be made to deal with ethics violations on a local level before bringing them to the national level. The following should serve as basic guidelines.

      1. Any individual with whom another member or chapter has a dispute should be advised of the ethics violation in writing, over the local chapter president's signature, and given a reasonable period in which to resolve the situation.
      2. Should the issue not be resolved in a reasonable timeframe, a letter should be sent by the local chapter president, to the CMAA Executive Vice President, indicating the violation and what actions the local chapter has taken to resolve the dispute.
      3. Following the Executive Vice President's review, and depending upon the nature of the violation, this issue may be referred to the CMAA Board of Directors for further action.
      4. Each chapter should include an annual review of the CMAA Code of Ethics to ensure members are familiar with its contents. 
  • CMAA Code of Conduct
    • CMAA has a well-written Code of Ethics intended to guide club managers in their decision making processes. It is a lengthy document addressing many key principles and should serve as a reference for you throughout your career. To augment the existing Code of Ethics and provide a concise reference during ethical dilemmas, CMAA wrote a "Test of Compliance." 

      The "Test of Compliance" poses three questions that one can reflect upon to determine an ethical course of action during a conflict. It promotes an ethical code of conduct that can be easily conveyed to boards, staff and members. Ideally, members will carry this "Test of Compliance" on a business card or post it in their offices to remind them of their responsibilities to other managers, the Association, membership and the larger business community. 
  • The CMAA Code of Conduct
    • "Test of Compliance" 
      Could I announce this decision to the membership at the club's Annual Meeting? 
      Could I announce this decision to other club managers at the World Conference? 
      Would this decision meet with the approval of business professionals? 
      (The CMAA Board of Directors adopted this as a guide for your professional lifestyle.)