The Art and Science of Association Management: How to Avoid “Bored” Meetings

Maria Bianchi, CAE

Maria Bianchi, CAE has worked for the past 15 years in non-profit management. Currently, she serves as Vice President of Association Practices, AMG and Executive Vice President for the American Ambulance Association.

Ever get the feeling that people who have never worked in Associations think that what we do is easy, with little or no rationale for how we accomplish the vision, mission and goals of the Association? I do. In the 25 or so years that I have worked for associations, I have learned that the science of association management and best practices are equally as-- if not more-- important than the art of working with volunteers.

Why? Think back to the tireless work toward your CAE accreditation, all that you’ve learned at ASAE’s Annual Conferences, and the industry publications and blogs you read. The best practices we’ve learned are tried and true methodologies that allow us to get the results we need to fulfill the Association’s strategic mission.

Board meetings are good examples. Your Board meets face to face four times a year. In order to maximize their time together and avoid “bored” meetings, you need to:

• create an environment where active debate and dialogue takes place amongst the Board members,
• provide resources, data and the necessary background information prior to the meeting to prepare Board members for the discussion AND
• frame the conversation in a way that allows the Board to focus on strategic governance and not day to day management.

Following best practices is the only way to accomplish all of the above.

Best practices guide association professionals to set the table for the Board meeting in a way that allows for robust discussion. This allows board members to make policy decisions based on knowledge and facts and not emotional or anecdotal evidence. Emotional decisions are rarely good for the Association or its members. The leadership owes it to their dues paying members to make the best decision possible and this can only be done by using the science, or best practices, in association management and good governance. While relationship management with volunteers may require the art of charisma, it is the science of best practices that will carry the day.

The next association best practice blog? The science of the meeting agenda…

AMG Staff Defines Core Values

AMG staff recently voted on nine core values. A collaborative process was undertaken to come up with these values and each AMG employee embraces them to serve our clients.  It was a great process to bring together our employees who work with different associations from varying industries yet have these core values in common.

Accountability We own and resolve actions, problems and issues. Building Strong Relationships We strengthen the bond with our clients, business partners and each other by adding value and anticipating needs. Communication We listen well, instead of reacting fast, to better understand. We are concise and articulate in speech and writing. Dedication We exhibit a strong work ethic in each and every task we perform. Innovation We always seek opportunities to innovate and improve client services.

Professional Development We continually add to our skill set to learn and grow within the association management profession. Respect We treat everyone with courtesy and kindness. Social responsibility We nurture a sense of community by giving back to charities and philanthropic organizations individually and as an AMG team. Trust We have confidence in the integrity, reliability and fairness of others and of AMG as an organization.

What are your organization's have core values? Would love to hear how some other organizations determine what is important to them.

Happy Volunteer Week!

As a volunteer leader and working closely with many from association clients, I am glad there is a week dedicated to the appreciation of volunteers.

I posted recently about my thoughts on volunteerism but want to dedicate this post to AMG employees who not only work to provide top-notch service to our clients each day, but volunteer their time and resources to charities and philanthropic organizations throughout the year on their own time.

Just look at this list of organizations AMG employees volunteer for and you can get a sense of community baked into the culture here at AMG.

Alternative House
Alzheimer's Association
American Diabetes Association
American Cancer Society
American Heart Association
Arthritis Foundation
Borromeo Housing
Bull Paws Rescue
DC Central Mission
Dress for Success
Ducks Unlimited
Ecumenical Community Helping Others (ECHO)
Fabretto Foundation for Children
Feed the Petz
Freestyle Foundation
Girls on the Run - Northern Virginia
Golden Retriever Rescue, Education and Training (GRREAT)
House of Ruth
Humane Society of the US
Inland Valley Drug Free Community Coalition
Knights of Columbus
Lance Armstrong Foundation (Team LIVEStrong)
Lucky Dog Animal Rescue
March for Babies
March of Dimes
Meals on Wheels
Middleburg Humane Foundation
MOMS Club of Reston
Mousai: Young Artists Coalition
Multiple Sclerosis – Walk for MS
N Street Village
National Parkinson Foundation
Partner for Surgery
Salvation Army
SERVE
SHARE
Springfield Swim and Racquet Club
St. Jude Children's Research Hospital
Susan G Komen
We Care (Continental Airlines)

Do the people in your organization go above an beyond?  I am glad to know that I work with so many altruistic colleagues!

Public Policy: Every Association should and can have a Government Affairs Program

From Tristan North, AMG Vice President of Government Affairs

Tristan North, AMG Vice President of Government Affairs

While the importance of federal legislation and regulations varies significantly amongst associations, no association member or association itself is immune from the actions of the Congress and federal agencies. To that end, association boards of directors often find themselves trying to determine what level of resources are appropriate for influencing the policies that impact their respective memberships. One thing is certain, regardless of the level of available resources; every association should and can have at least a basic government affairs program that fits their needs.

Some Issues Impact Every Association, Some Just Yours
All one has to do is watch the evening news to hear about a new law that impacts all of our respective associations. One prime recent example is passage on March 3 of legislation (H.R. 4) in the U.S. House of Representatives to repeal the 1099 expanded tax reporting requirement. As part of the health care reform law enacted last year, Congress required all businesses (including non-profit organizations) to file 1099 forms for every business transaction over $600 per year starting January 1, 2012. This new requirement will be an unnecessary burden to businesses and associations. Fortunately, the Congress and the President agree that the requirement should be repealed which will likely occur in the coming months.

The 1099 reporting requirement repeal is just one example of the dozens or more of provisions of legislation or regulations that impact all of us. While large organizations with enormous advocacy resources like the U.S. Chamber of Commerce and the National Federation of Independent Businesses have been pushing for the repeal, not every issue that impacts your association will have implications for anyone but your members. It is in these cases in particular that a government affairs program becomes the most critical.

The American Ambulance Association (AAA) was actually established for the sole purpose of federal advocacy. Since the Congress sets the Medicare reimbursement rates for ambulance services and Medicare patients account for on average 50% of ambulance transports, it was critical that the industry have a voice on Capitol Hill. With no other health care organizations impacted by the rate setting and thus no one else advocating for adequate compensation, a handful of ambulance service professionals formed the AAA to fill the void. While their initial government affairs program was minimal, it is now a robust and comprehensive program.

Components of a Basic Program
The time to develop a government affairs program is before you are forced to have one in order to react to a threat or take advantage of an opportunity. A basic program will allow you to stay abreast of current issues impacting your membership and have a plan in place to educate and influence members of Congress and the administration should the need arise. Below are the basic components of such a program.

Staffing
A basic government affairs program does not require the hiring of new staff. You can identify a current member of your staff to also be your government affairs coordinator. It will likely take just a few hours a week of staff time although more time if launching an advocacy campaign.

Monitoring
At a minimum, your association should be monitoring for legislation and regulations. Your organization for no cost can use a legislative tracking service such as www.GovTrack.us and simply monitor the Federal Register at http://www.archives.gov/federal-register/ on a daily basis which lists all the Federal regulations issued that day. You can also subscribe for a fee to a legislative and regulatory monitoring service which will simply notify you of bills or regulations of interest to you.

Influencing
There are several ways you can mobilize your membership should an issue arise such as a piece of legislation your organization supports. The simplest way is to subscribe to a web-based advocacy tool such as Capwiz which allows you to post sample letters or talking points online. Your members then customize the letters which are automatically sent via e-mail to their members of Congress or are provided a phone number to call to use the talking points. At little or no cost and thus less convenience, you can also e-mail sample letters and talking points to your members and help them identify their members of Congress and how to best communicate with them. A similar strategy can be used to support or oppose a federal regulation.

Conclusion
A basic government affairs program does not have to take a lot of resources of an association. If your association later finds itself impacted more and more by federal legislation and regulations, then you can decide whether you should allocate additional resources for creating a more robust program such as retaining a lobbyist. In the meantime, if you don't already have one, your association should and can have a basic government affairs program which is a huge added benefit for your members.

Thoughts on Volunteering for fellow Volunteers

Photo courtesy of www.jamestown2007.org

Serving and volunteering has always been a meaningful activity for me, as it probably has been for you.  From my teens, to young adult, to being within the workforce; now as a business owner, and looking way into the future as a retiree, I have found and will find many positive rewards from giving back, doing for others and finding meaning in my activities as a volunteer.  Research has shown that meaningful activity through volunteerism greatly contributes to a person's abilities and outlook on life and to his or her general “happiness” level. The need for volunteers of all ages continues, especially in the community and for numerous philanthropic organizations.  As the boomer generation ages, older volunteers, with their longer experience, may rise to the leadership within certain nonprofit organizations whose programs and activities depend purely on voluntary help.

I have found the personal benefits of volunteerism to be numerous.  For me, these include self-satisfaction, learning or acquiring new skills, socialization, new relationships and community improvement.

Recently, following many years of serving on, or consulting to nonprofit trade and professional governing boards, I was elected to the Associates Board of the Wolf Trap Foundation for the Performing Arts.  In this new volunteer experience, I have learned that Wolf Trap, in addition to being America's only National Park for the Performing Arts, plays an important role in both the local DC and national performing arts communities. Through a wide range of artistic and education programs, Wolf Trap enhances our nation's cultural life and ensures that the arts remain accessible and affordable to the broadest audience possible. A typical season at Wolf Trap includes something for everyone with performances ranging from pop, country, folk, and blues to orchestra, dance, theater, and opera, as well as innovative performance art and multimedia presentations. I’m looking forward as a new board member to being more involved in the many arts and education programs that touch thousands of students, parents, and teachers each year.  And yes, AMG will hold its summer staff party on the lawns of the Filene Center Stage, with music, picnic baskets and drinks on ice.

I commend each of you who are currently giving and volunteering on the board of an AMG client organization, or for your church, your community, your homeowners association, your school, etc. to think about one of my favorite quotes on volunteerism, which reads, “A pessimist sees a glass of water as being half empty; an optimist sees the same glass as half full, but a giving person sees a glass of water and starts looking for someone who might be thirsty.”

Demand for Association Management is Up-- and we know why

If your association staff is spread thin, you are not the only ones. According to results from a survey released last week, some associations have found the solution: outsourcing.

The Association Management Company Institute (AMCI), the organization representing association management companies, released results of a survey of 70 association management companies (AMCs) last week indicating an increasing trend among associations outsourcing management or project-specific services to AMCs. Of the AMCs surveyed:

● 40% reported an increase in RFPs for full-service management, while 37% reported about the same rate of inquiries and RFPs.
● 32% reported an increase in inquiries and RFPs for project work in 2010, while 30% saw about the same rate.

Of the AMCs that saw an increase in demand for outsourced management, the largest growth areas were reported to be:
● (61%) Meetings/conventions management services
● (42%) Financial management
● (32%) Membership services
● (32%) Web services

This popular demand for the many services offered by AMCs is not surprising to Association Management Group. The model allows associations to leave the administrative tasks of running an association to the professional management staff so volunteer leaders can focus on achieving their organizational mission.
But perhaps more important than this is that we provide associations with guidance and counsel to craft, implement and achieve their strategic goals. AMG, like some AMCs also provides executive searches to hire, season association experts to serve its clients.

I’m glad to see the survey of our colleagues reported an optimistic 2011. Seventy-eight percent of AMCs expect their number of full-service clients to grow in 2011.

If your organization is among those wishing to grow, or you know of an organization that wants to come out of the cold, consider drafting a request for proposal (RFP) to an AMC. We posted last month on how to create an RFP to get the services your association needs.

One AMG client, the American Association of Political Consultants (AAPC) did just that. Their partnership with AMG has enabled AAPC leaders to focus on what matters most to them-- the organization’s mission.

“It’s enabled me to spend more time doing research that’s going to better benefit our members,” says Executive Director Angela McMillen. “I can come here and do my job. It’s been twice as productive.”

Other associations managed by AMCs are happy, too. The AMCI survey reports that AMCs expect existing clients to expand their scope of work, via added programs and services. As of December 2010, 64% of responding AMCs anticipate more services for current clients in 2011, up from 2009 when 44% of AMCs predicted increased services for current clients.

This is all good news for AMCs like ours, but the ultimate winners are the members of these organizations with volunteer leaders focused on growing their associations and making a positive difference in their industries.

Is your organization managed by an AMC or perhaps you outsource projects to one? Does it help to take the burden off association staff and board volunteers?

Deleting drama from my inbox with emotional intel

Have you been in this situation?

An email sent to the board of directors or colleagues at your association sparks controversy. An argument ensues and the email trail grows rapidly. Emotions flare. Side conversations erupt and blind copy is used. Before you know it, the point of the original email is totally lost.

Some days it seems the "e" in email stands for "emotional."  Wouldn’t it be easier to cut through that drama and discuss the association’s strategic direction, membership retention or marketing initiatives? After all, isn’t that why we are associating in the first place?

Association professionals know the importance of effective communication and since email is an integral part of our daily lives, being good at email communication means being an effective association professional.

When I participated in a tweet chat on emotional intelligence (EI) via #assnchat on Twitter, I couldn’t help but wonder how EI can be used to avoid email disasters like the scenario above. Working with volunteer leaders at various trade associations, some of my relationships are exclusively based on email. Using a bit of EI in my email correspondence goes a long way in getting my messages across and increasing productivity.

So, what’s Emotional Intelligence?
During an ASAE CareerHQ event this week, executive coach, trainer, and facilitator Tom Pierce shared how EI can be used as career insurance. People are hired for their IQ, he said, and fired for their personality, or low EQ (emotional intelligence). This makes EI pretty important!

So what is emotional intelligence? EI is the ability to recognize and understand emotions in yourself and in others. Emotional Intelligence 2.0, a book by TalentSmart, describes the building blocks of EI as:

• self-awareness,
• self-management,
• social awareness and
• relationship management.

A basic component of EI is awareness of your own feelings and mood as well as those of others. The book also includes a test to measure your EI and gives tips on how to boost your emotional intelligence.

In an interview with Kiki L’Italien on EI, Jamie Notter noted management of emotions--of self and others-- are more important aspects of EI than the way one expresses emotions. Having a sense of empathy, or the ability to put yourself in someone else’s shoes, also improves your EI.

How to use EI in email communication
Miscommunication involving emotional breakdowns is breeding ground for major problems with governance groups. Intentional sarcasm, condescension or anger in an email message only makes matters worse. Emotion portrayed in an email can be interpreted differently when being read by different people in the same way that a story or poem will have various interpretations. This makes awareness of emotions over email very tricky, even for those with the most advanced EI.

I employ these tactics to delete the emotional drama that is taking up so much of my "soft drive:"

• Be brief and be clear. – Write short email with a crystal clear point. Use facts and avoid being too opinionated. It leaves room for misinterpretation.

• Wait. – Write your email, proofread it, and take care of some other business before you have second look at it. When you read it a second or third time, did it convey the tone you intended? If you were emotional when you wrote it, a little time can settle you down, allowing you to communicate your message in a much better way. Obviously, not every email can be treated this way, but pick out the important ones.

• Pick up the phone! – While email can be quick and convenient, certain discussions need to be handled over the phone, or in person. It is easier to gauge emotions when you can pick up on cues like tone and body language when you are speaking over the phone or face to face.

Emotion is a natural part of any communication and shouldn’t be avoided completely. The challenge is to avoid turning conflicting emotions into drama. Engaging your EI, managing your emotions and those around you while communicating via email will make your job a lot easier.

Is Technology impairing the EI of young professionals?

As part of his presentation, Tom showed us some interesting data on age and EI trends. The older you are the more EI you possess. Does this mean young professionals have less EI because there is more technology out there (social media, texting, email) that virtually eliminates the need to interact with human beings? Or, does the data indicate that it takes time and experience to cultivate and nurture your emotional intelligence?

I like to think that the latter is true. Research has demonstrated that EI is crucial in relationship management at any age, but if you are aware of EI and build that relationship capital as a young professional, you will be ahead of the curve. I don' think technology impairs EI, but rather helps to flourish it. As Daniel Goleman noted in his pioneer 1995 New York Times bestseller Emotional Intelligence, the practical lesson for us all comes down to: Nourish your social connections.

Prepare an RFP and Get the Services Your Org Needs

You are on the board of a small nonprofit looking for management services or a meeting planner who needs some help promoting/planning your next meeting. How do you get help?
Whether you are seeking greater efficiencies and economies for your independent association or annual conference, a change of your association management company, or have reached the point in the association’s evolution when you need to hire professional staff, the initial step is to develop a request for proposal (RFP). Developing an RFP that will attract just the kind of management your organization needs is critical to accomplishing your strategic goals.
Half the battle is knowing what you want. The other half is communicating it.
These are tips were prepared with association/meeting management services in mind, but can apply to any RFP process to get the services your organization needs.

Who prepares the RFP?
The best way to begin is to form a small task force or search committee of involved members who are knowledgeable about the work of the association. Often, when work is divided among a number of volunteers and committees, or is delegated to staff, it may be difficult to define exactly what’s involved in the management of the association on a day-to-day basis. Ask people who have been recently involved to participate in the task force as well as past and future leaders.

What does the RFP include?
First, association management companies will want a profile of the organization. A good starting point is to obtain the “Request for Association Information” form developed by ASAE. This form asks many of the questions that AMCs need to know about the organization, including:

* Is your organization incorporated? If so, in what state?
* Is your organization recognized by the Internal Revenue Service as tax exempt? If so, under what code (i.e. 501 (c)(3), 501 (c)(6))?
* What is the purpose of your organization?
* What type of organization is it?
* Board composition?
* Details on committees.
* Who is currently managing the association?
* How many members do you have? What are the categories of membership?
* What is the potential number of members available in your profession or industry?
* What is your total budget? What is the present dues structure?
* Describe your governance structure. Attach an organizational chart if available.
* How often does your governing body meet?
* Does your organization have a strategic plan? Goals?
* What are your most urgent problems or concerns?
* What are the most significant accomplishments you wish to achieve through a management transition and what do you feel is a reasonable time frame in which you would expect them to be achieved?
* Other profile information that will help the AMC understand the scope of the association’s activities and programs.

Be realistic. Avoid “wish lists.” Rather, describe the essential services your organization requires, areas where volunteer time and talent are not being contributed, and areas where the expertise of a professional in association management is needed.
Be specific. If you ask for a proposal to “manage our annual conference,” AMCs will require a great deal of additional information, such as duration of the conference, format, number of attendees, number of programs, specifics on social events, details on exhibits management services to be provided, and publications associated with the event. A similar level of specification will be required if you request a quotation for “publishing the newsletter.”

Include samples, whenever possible, of your newsletter, convention brochure, membership directory, operating budget, trade show brochure, and bylaws. Remember, you can’t provide too much information.

What is the deadline for responding?
AMCs will want information on process and deadlines. A reasonable amount of time for the AMC to respond to the RFP is typically four to six weeks.

What bidders need to include with the response?
You should request a list of references, a company profile, and background on the staff to be assigned to the association.

How will the selection be made?
Often the search committee will select two or three final candidates to be interviewed by the full board. Give the date of the final interviews, the date the decision will be made, and when prospects will be notified. Include the name of the individual who will respond to questions.

Who should receive the RFP?
Many associations wish to contract with a management company that manages associations similar in size or in industries similar to theirs. The business of managing an association, however, requires a body of knowledge unrelated to the industry or professional practice of the organization’s members. More important than whether the company “speaks your members’ language” is its level of experience in association management—including expertise in nonprofit tax and regulatory issues; governance structure and volunteer relations; and such legal issues as foundations and subsidiary corporations, generation of non dues income, and chapter relations.
Following these tips will lay the groundwork for getting quality proposals and help bidders better understand your organization's needs and wants.
Good luck!