A Focus on Value

Running a trade association or professional society is very much like running a for profit business. Typical questions to be asked by a board in this tight economy include, how will we position ourselves and what is our unique value proposition, where will we find and how will we recruit new “customers,” how can we grow our organization and take it to the next level. Especially in a down economy it becomes critical for non-profits to revisit their strategic plan and explore revenue generating opportunities, as opposed to only looking at expense reductions which could impact members and member retention. Surviving any downturn does not mean simply belt tightening and scaling back, non profits should follow the business model and look for new and innovative ways to add value and benefit for those dues members are willing to pay.

At AMG, high on the list of benefits our client partners perceive is the specialization and experience our seasoned executives have in offering strategic advice and best practices for moving forward and adding value. We encourage clients to:

• Continuously communicate their value proposition to membership. Whether we are “selling” memberships, education or event registrations, it is all about conveying the benefits and ROI for each dollar spent.
• Keep innovations coming and to do more with less. Because AMG works with multiple clients, we can easily facilitate idea-sharing among our executives who them make recommendations to our client boards.
• Maximize and continuously monitor revenue and expense. AMG helps prioritize assigned staff time to ensure it is put to revenue generation initiatives and the organization is seeing a real ROI.
• Focus on quality benefits and initiatives which are “consumed” and appreciated by members. AMG can be a give a good third party assessment.

While we believe 2010 will continue to be a tight economy and a full recovery may not occur until late next year, we encourage boards to look beyond the coming 12 months and plan for the future. There is no better time then the present to survey members using an appropriate needs assessment tool; determine what they want from their association in the year ahead, how their needs have changed and what new benefits and services they might wish to have down the line. Planning for the future and focusing on the value proposition allows any non profit to compete with the best for profit business.

Committees – the workforce of your organization

Committees are one of the greatest inventions of the association world. They are a group of volunteers, aside from the board members, who research, deliberate and make recommendations for the association, typically based on goals and objectives found in the current strategic plan. Often, these volunteers have specific knowledge or expertise on the issue at hand. This assumes the board is able to harness this workforce to benefit the association. Not always an easy task.

In my years as an association executive, I have come to realize what makes a great committee. First, having committee members who are not on the board is vital. It helps to make sure the board does not get overwhelmed. It also the helps the board to recognize potential future leaders, increases buy-in and builds ownership of the association’s mission and goals. It shows transparency and inclusiveness between the board and members, a great thing for the operation of any association.

Another important aspect of good committees is specific board charges and role responsibilities. By giving the committee a specific task with a specific desired outcome one can reduce the chances of miscommunication and promote a successful outcome. By requesting regular reports from each committee the board is kept informed and the committee is kept motivated. This also helps the committee feel like an extension of the board. It is important that committee members understand that their role is to study an issue and report back to the board with their recommendation, therefore saving the board time. A committee has no separate powers or authority to make decisions for the association.

The most important thing that makes great committees is a great board. The board must understand and trust the work of the committee members, be willing to ask questions of the committee members, and appreciate the work of the committee. Nothing can ruin a volunteer’s motivation faster than rejection of their hard work or ideas. The board must be diplomatic, understanding, and appreciative in order to keep a committee motivated and productive. Giving clear instructions should reduce miscommunication between committees and boards but if problems arise the board must be appreciative of the committee’s work above all other emotions.

Sometimes a committee is simply unnecessary. Review your committees at least once a year to make sure they are addressing relevant issues or topics. Some committees may need to be eliminated completely while others might just need to be reevaluated. Some boards use the “clean slate” approach where they sunset all committees other then those required by the bylaws every few years and reinstate only those committees that have a valid assignment.

Incorporating new volunteers into the leadership of your association is a great way to increase participation, find new leaders, and gain the knowledge of experts who wish to be of service. Putting motivated volunteers on committees is a perfect place for them to learn about the workings of the association while saving the board time and energy. By setting committees up for success and supporting them, a board can really ensure they do great work for the association!

Visiting Old Friends: Updating Bylaws

It appears to be bylaw season around the office at AMG. Many of our clients have been taking the opportunity this summer to review and check to see if current practice and preferred procedures conform to what’s in their bylaws. And often they do not. If you find this to be the case, it may be time to revise this important governance document to better correlate with operational procedures and to better achieve desired outcomes.

When it comes to the basic governance of your association, the bylaws are the proverbial backbone. Or one could look at bylaws as the foundation for all policies and procedures of an organization. They are rules adopted by members that dictate how the members wish to be governed and have their organization operate. They also regulate all actions taken and decisions made. If the bylaws do not appropriately reflect the needs and current practices of the organization, trouble can occur.

Updating the bylaws to match the present practice and member preferences seems to be an easy choice. Maybe your organization needs a revamp of its election process, or perhaps, in the shifting of your organization’s management, a new board position is deemed necessary. Maybe a governance rule or regulation has been established that your membership needs to address. Whatever the situation is, we, as association leaders, should not be afraid to dig into the “mysteries” of our association’s bylaws and take a long, hard look at them.

There is always the threat of resistance to changes in association bylaws when revisions are being contemplated, with the flag of tradition or continuity being waved. I would never advocate for ignoring the history or traditions of an association or rewriting the bylaws from square one. I am advocating for making responsible changes and streamlining and simplifying with the payoff being a more efficient and successful association. It’s hard to imagine an organization whose needs have not changed at least a few times since they were founded and the bylaws written.

The benefits of revision to out of compliance bylaws definitely outweigh the potential backlash and heavy emotion which is sometime involved in the process. Bylaw revisions can make for a stronger and more effective non profit. In today’s best practice, removing bylaw hurdles to streamline operations and management can save much time and effort and really meet your member needs.

Now may be the time to explore the foundational governance document of your association. How can your governance be more effective, better achieve the mission and goals, and meet the current needs of your members? With strong and concise bylaws as the base of your organization, the operational policies and procedures will be able to flourish and you will be able to build your association into a successful industry and professional necessity.

But what is an Association Management Company?

When people ask me “what do you do?” I am pleased to tell them that I run an association management company. Depending on who asks the question, I will get a number of different responses; everything from a blank stare, to “what is an association,” to “oh, so you manage small associations who can’t afford to have their own staff?” Frustrating that AMCs are not better understood. The misperceptions regarding association management companies in the non-profit community are deep. Few understand that AMCs are one of the most effective and efficient ways for an association to deliver more benefits to members at less expense, not to mention the benefit of having significant technology and the experience and expertise of numerous AMC personnel that they could not otherwise afford.

Let me share with you a few of my favorite misperceptions:

• Associations that are managed by an AMC have small budgets.
• AMC staff are less-skilled generalists and that’s why they work at an AMC.
• AMC client executives are assigned to multiple clients and they can never keep their head above water juggling all their responsibilities..
• AMCs use a “cookie cutter” approach to delivering services to clients and believe one size fits all.

Now allow me to state the facts:

• AMCs are effective for associations of all sizes and shapes. According to research conducted by the AMC Institute,where I sit on the Board of Directors, AMC-managed association budgets range from as high $14 million annually to as low as $50,000 per year. Among AMG’s 15 clients, we have annual operating budgets that range from $400,000 to over $3 million.
• AMCs are a breeding ground for new ideas, innovations, and learning. Staff and executives are able to work with multiple professions and numerous industries, giving them a solid background and substantial frames of reference. This well-rounded background sets them up for a bright future as association professional or serves to deepen the knowledge and experience of more seasoned association executives.
• Many association executives who work for AMCs work exclusively with one client at a time. My experience is that the maximum client assignment could be two to three clients as more would certainly lead to diminished service. At AMG, we have 12 association executives who are exclusively dedicated to serving just one of our 15 clients. Further, each association client at this firm typically has between two to seven fully dedicated staffers each.
• AMCs allow associations to share investments in technology and other costly services. The investment for an association in association management software can be hundreds of thousand of dollars. AMCs typically make this substantial investment and then share the maintenance expense between clients, making the cost quite affordable.
• AMCs offer clients as much flexibility as they would have as stand-alone associations. Our motto is customized solutions delivered and we mean it! At AMG, we consider our flexibility our #1 service. Not surprisingly, it is one of the major reasons we are selected over less flexible options. As an example, Judy Nee, President of the National Afterschool Association stated: “The solid support and foundation of AMG is a great way for us to learn from others who know how to run an effective association. The flexibility of the consultation model to match the needs of the association is great, allowing us to keep our integrity while still integrating into AMG.”
• Being part of the AMC removes the hassle of HR legal issues. All staff are employees of the AMC and assigned to the association, eliminating the employment liability from the association.
• Most importantly, AMCs are bustling centers filled with colleagues with experiences you or your staff might not have. The multi-client perspective can be a huge benefit for associations looking to try something new or to solve a problem.

I hope these facts can provide some clarification for those who have had a different perspective on AMCs. In my mind, the benefits to an association in selecting the AMC model seem substantial. Still not convinced? I'd love to discuss the AMC model and AMG's services with you further.

A Virtual Handshake = Your Digital Reputation

Along with all of the things technology has brought to our lives, it has taken away one important aspect: privacy. With one quick click of the search button your employer, friends and family, favorite activities, dog’s name, past jobs, and photographs pop up on the screen. You could have a great online resume and CV but there is still reason to be concerned about this new transparency which the internet has brought upon us. Your reputation is no longer created through hand-shakes and networking. It is created through Google searches, Facebook, My Space, LinkedIn and can easily be explored by others who may have never met you. Bad news: you can’t do anything about the fact that people are looking online. Good news: you can control what they find.

Digital reputation management is a huge issue for individuals and associations alike. For individuals, your personal data can appear all over the web, either on purpose or accidentally. It is important to keep track of what you write and do on the internet because it can always be tracked and linked back to you. I always advise my family to “not put anything on the internet you wouldn’t want your grandma to see.” For all you know, she is probably on Facebook too! And this is even more important for those in or getting ready to enter the workforce. As an employer, one of the first things we do during the screening process is an online search.

As a volunteer leader or paid staff at a nonprofit organization, it is important to monitor your online actions for your own reputation’s sake but also for the sake of the organization you work or volunteer for. Your actions have an impact on the reputation of the nonprofit. Just as you wouldn’t use foul language at a board meeting or consume alcohol in excess at a conference, you don’t want to be doing these things online or in photographs found on the internet.

And yes, there could always be someone who is unhappy with you or your organization and writing about it loud and clear online. However by being proactive in making your online reputation positive, you can combat these negativities. For those running or leading nonprofits, I suggest you get testimonials of success from members or stakeholders and post them. Be transparent with records, minutes and association finances so people will trust you and the organization. The more open and honest you are, the more people feel like they know you and the less willing they are to listen to any negative points of view.

Creating a digital reputation can be a great way to reach out to potential or existing members, colleagues, and coworkers and welcome them into your life. By being honest and open on social networking sites or blogs you can allow people to “know” you through your online personality, allowing them to trust you and in turn, trust your organization. Be proactive and create your digital reputation before someone else creates it for you.

Changes in 2009 Shaping Your Non-Profit in 2010

This year, board members and staff members find themselves working much harder in an effort to achieve results that might even come close to those reached in 2008. The current economic realities of 2009 have really thrown a curve ball at the nonprofit world, not to mention everyone else. And 2010 budget season is right around the corner.

Given that budgets for next year are being developed now, how will you make sure your organization makes the right projections and decisions? I suggest you need to be more creative, more effective and go back to the mission and goals of your organization. Is your mission to drive more dollars to the bottom line of your member companies or is it to connect business to business? Is it to enhance the professional careers of your members or to advocate for the needs of your industry with government? Everything you do should connect back to your primary mission. Especially this year, you need to look at the services and benefits currently being delivered in a fresh, new light. Be inventive in finding original ways to effectively achieve your mission. Taking a risk might just produce your biggest pay off yet.

One of AMG’s clients, the American Institute for International Steel (AIIS), was looking for a boost to position and create brand awareness for the organization among a broader target audience. By focusing on the AIIS mission, the missing piece was discovered and a new event was conceived. . We helped them launch the Critical Commodities Conference to promote networking, communication, and education within the steel industry. The CCC created a presence for AIIS in the commodities community as well as within the international steel industry and provided a springboard for expanding membership categories to generate additional revenue.

In addition to creating new products and benefits, which can be risky in this economic climate, here are some things I think could help your organization weather this difficult economic season.

1. Use technology to bring people “together.” Get creative with meetings and conferences. Offer webinars or video conferences so all members can benefit from the education being provided. Filming and streaming your conference can help people feel as though they were there without leaving their office. Or you may even create a virtual meeting with extended sponsorship opportunities to complement your conference.

2. Leaders should expect a reduction of approximately 30 percent in meeting revenue and adjust mid-year budget projections to reflect the trends in lower meeting attendance, sponsorships and exhibit sales this year. The board must be prepared for, and made aware of, this projected decline.

3. Check your hotel contracts and release rooms from the organization’s room block to minimize penalties.

4. Explore expense cuts. For example, reduce printing by producing electronic board books. Why not reduce meeting expenses by starting meetings later in the morning and not offering breakfast. Or how about providing a Web link to attendees for them to download presentations prior to the conference and save on printing agendas or costly handbooks. You may even consider consolidating the number of speakers or limiting the number of staff that travel to an event unless there is a clear ROI.

5. Don’t stop marketing. This is definitely not a line item you want to cut these days. Instead, create new messages and new ways to reach people. Look at telemarketing, social media, faxing and cross-promotions…all ways to reach your members and target audiences. Social networking is great for members but also great for the organization. It’s a no-cost way for members to find each other and keep in touch while your nonprofit or event enjoys word-of-mouth marketing and promotion. With today’s social networking tools, staying in touch is easier than ever. Create a group or a page for your association on sites like Facebook, LinkedIn or Ning so you can be viewed as a resource and a central “meeting” place for members. It’s a great way to add benefits to your organization membership and meetings with little investment.

6. Joining an Association Management Company can be a great way to reduce costs by up to 30 percent while drastically increasing your productivity. The benefits of in-house IT and graphic design services, meetings management, communications, and financial staff can be a huge benefit both time wise and financially.

In today’s economic climate, frugality and modified expectations are no longer options. They have become a necessity. But being frugal and revising projections doesn’t mean being cheap. It means working harder and smarter to achieve the desired results. Get creative, take risks, figure out what your members really want from their organization and give it to them! 2009 may have taken the world by surprise but we must be ready for 2010.

Attracting, Selecting, and Empowering Appropriate Volunteer Leaders

I think we’ve found ourselves a problem. Non-profit organizations are finding it more and more difficult to attract their most respected, qualified leadership candidates while the leaders who accept these responsibilities find themselves frequently overwhelmed by the tasks given to them.

How can this be!

Primarily because the old system of contested elections based on popularity and the demands of today’s business world are not producing enough qualified leaders to meet the needs of most non-profits. Popularity, as significant an issue as it may be, has little to do with enabling an individual to be an effective association leader. Running or managing a good company or business does not prepare an individual for the duties of leadership. The size and complexity of non-profit management, board politics, the constraints of non-profits, spokesman and chairing responsibilities, and the many other requirements imposed on organizational leaders are not always considered.

So what is the solution to this predicament? Associations should and must allow uncontested slates or “nominations from the floor” and they should work diligently to identify the most qualified candidates from among committee members and industry and profession leaders. For the sake of the organization’s success this identification process, typically delegated to a nominating committee, must be clarified through specific selection criteria. The selection criteria must be appropriate, broadly supported, and explicit in order to discover the most qualified, competent candidates.

But having detailed, precise selection criteria is only half of the need. The role and structure of the nominating committee must also be reviewed. Once the committee is selected (via election or otherwise) providing the nominating committee with a clear direction for the search reduces the chance for oversight and mix-ups. A well informed, representative, and trusted nominating committee can be the key to selecting great volunteer leaders.

Even with the revamp of leadership selection criteria and methods, we need to orient and equip most leaders to perform the unfamiliar tasks they inherit. No longer are associations simply clubs or social groups. Organizations require volunteer leaders to have knowledge and skills they are not likely to have acquired in their previous work experience. Orientation to the unique requirements of leading a nonprofit organization is now a necessity and the final step in modern leadership identification, selection and empowerment.

So go get yourself a great nominating committee, provide them with specific criteria for selecting leaders, and orient your leaders with effective training to empower them to lead your non-profit where it needs to go.