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…

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!

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?

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!

Governance vs. Management: Policy Governance® model can help Directors “get out of the weeds.”

For more than two decades now, I have been observing the election, development, conduct, and decision-making processes of nonprofit governing boards. My interest in how boards govern (or don’t) has increased to the point where the characteristics of elected leaders has become more interesting to me than ever before. I share these interests with many senior association professionals. Closely connected are my observations of board-staff relationships, primarily because these are the key success indicators relative to AMG’s successful service to clients.

Recently, at a session of the American Society of Association Executives (ASAE) annual meeting, we discussed observations on governance versus management among nonprofit organizations. Our discussion on why boards exist did not demean the passion, energy, and commitment of board members. Those of us in the profession know Board members to be very intelligent, experienced people as individuals. Yet as John Carver, author of Boards That Make a Difference states, “sometimes boards tend to be incompetent groups of very competent individuals.”

In our ASAE session, we spent a good amount of time discussing Carver’s Policy Governance® Model (www.carvergovernance.com) and concluded that one central reason a board exists is to be accountable for the efficiency of its association. The board is where all authority and accountability resides. And yet, so many boards do not understand governance and instead involve themselves at various levels in management and operations.

I like Carver’s model because it doesn’t make room for board members to involve themselves in the operations of the organization. Instead, boards should be strategic thinkers with the long term health of the organization in mind. To do this, boards employ a CEO or Executive Director to report on the operations of the organization. Through this executive figure, Carver asserts that boards need (1) to be definite about its performance expectations, (2) to assign these expectations clearly, and then (3) to check to see that the expectations are being met.

To achieve a harmonious board-staff relationship--and ultimately succeed as an organization--boards should demand organizational achievement in a way that empowers the staff, leaving to their creativity and innovation as much freedom as possible. This is a question of what and how to control, but it is equally a question of how much authority can be safely given away. Carver argues that the best guide for the board is to give away as much as possible, short of jeopardizing its own authority.
Board members should no longer be recruited based on their having skills that mirror the skills of staff. Policy Governance® seriously asserts that boards be visionary and provide long term leadership. Boards must persevere in describing purpose and ethics/prudence boundaries. Forming clear policies from those values is far harder than telling the staff how to do its job. Board members must be experts in governance, not management.

Carver’s Policy Governance® model provides an alternative for boards unhappy with the amount of reactivity, trivia, ritual and management they are involved in and are seeking to be truly accountable. But attaining this level of excellence requires that a board breaks with traditions and preference to manage and embrace governance. The model offers a challenge for visionary groups determined to make a real difference in tomorrow's world. That is why those of us in the business of association management believe Carver’s model has much merit.

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!

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.