The M.O.B. Mentality Of Association Management

There are three vital elements that will keep your organization running with efficiency and longevity. Any derivation from these elements will lead your organization to fold and or severely falter. It’s that plain and simple. These are things that every association executive and every association board member should be accounting for on a daily basis. Of course there are sub-categories in each of these elements that we can further explore but the general goal is to key on…

Membership, Operations and Benefits (MOB)

1. MEMBERSHIP

Many people view this as a dual responsibility that works in unison. The two most popular terms in membership are recruitment and retention. These numbers need to be studied, researched and approached in a scientific and systematic fashion. For you number hounds, there is actually a bad thing as chasing bad members.

BAD / GOOD RECRUIT

Let’s assume your membership fee is $500 annually. The member you are looking for is someone who will spend time and money perpetually. If you have a solid potential member, he/she will stick with you for at least 10 years. In addition to their membership fee, they will also attend events and functions. This should double their member income for the year. Thus this kind of member is worth conservatively $10,000 in a ten year cycle. Not to mention the hours of potential volunteering they may end up donating to your organization.

The bad recruit joins the organization because you really pestered them. They have lukewarm interest and after writing an initial $500 check, they realize there is no value to them. The following year they cancel their membership citing “They don’t have the time. That’s membership speak for “I don’t see the value.”

You be the judge, will you be chasing the Good Recruit or Bad Recruit? This principal also goes for renewals.  Here is an example of a good renewal versus bad renewal.

BAD RENEWAL

Member “X” has outstanding dues notices, constantly complains about association procedures but won’t sign up for any committees to change these concerning procedures. You spend time collecting their long list of receivables. If you look deep enough, you may realize that member is actually costing your organization more than they are bringing in.

GOOD RENEWAL

Long-time member who may be in arrears for the first time. Still participates in programs and events. Expresses his/her value in the association. Dues over-looked on their part.

There is one simple and one complex thing we can learn from membership.

Renewals + Recruitments – drops = net gain.

Renewals + Recruitments = net loss (but still can be a net gain). Get it? Got It? Good.

OPERATIONS

This comes down to good paid leadership, superior volunteer leadership and responsible spending. Monetary solvency is king. Although it’s not in the association model DNA to be consistently solvent, it is still a business, bills need to be paid and having rainy day money is encouraged.  Every association should aim for a surplus budget. The amount varies on your operations but it’s always best to plan on 15% each year. If your operating budget is $500,000 annually, count on having $75,000 at the end of the year. Slip that into an interest bearing account, let it ride and use only if needed.

The overall theme of operations can go in many directions but the money is the bottom-line. Fiscal responsibility, being a steward of the associations overall financial future is paramount. This trickles down too good record-keeping (Hello Quickbooks) and a set of by-laws / policies that are in line with the message of the association principles. These can be put together with volunteer leaders and hard-working taskforces.

Lastly is setting expectations between board and staff. In many associations, there is a rift. It usually begins with a member who is frustrated in their own work and feels that the association staff has a much easier job. In fairness it also stems from jaded association staff that takes membership for granted. This creates a big disconnect that makes many association events uncomfortable and awkward. Strategy sessions, retreats and easy communicative devices will be essential in tempering these potential breakdowns in operation. Please see my past post in “Bonding With Your Board.”

BENEFITS

In the bible of association management, also known as “The Race for Relevance,” the authors lay out a very simple perception of associations today. In the 1950’s to 1970’s, associations were viewed as a necessity. Very few people thought about benefits. It was just a rite of passage to pay dues. If you were an accountant, you join your professional organization, construction workers, officers of the law, engineers, doctors, etc. You didn’t ask questions or favors, you just did it. Today, members are asking for more.  As a metaphor, we can talk cars. It’s nice to have 4 wheels but now people want a moon roof, spoiler, blue-tooth, heated seats, keyless startup. Associations are similar. Just being a part of it is not enough to satisfy an annual dues payment.

People want stuff but don’t want clutter. Make the programs valuable. If its and education course, make it relevant and useful. If its health insurance, make it simple and cheap. If it’s a newsletter, make it concise and easy to read. Every association will need to find their benefits package but we are facing the same reality…needy members who want more for less.

If you keep the MOB Mentality in mind then you will find that your association will stay above the fray and continue with its sincere commitment to its members.

Executive Director or AMC: Choosing Your Association Administration

A few years ago, I was interviewed by a National Association. The first few interviews were on the phone but on my 4th and final interview, they flew me to Chicago to meet with their Board of Directors. I was told that they had 3 finalists for the position. Two of the finalists were being interviewed to be their stand alone Executive Director (ED) and the third finalist was an Association Management Company (AMC). I was told to convince them that they should chose me as their ED over the AMC. In my heart of hearts I knew that this particular organization was more suited for an AMC. I also knew that an AMC had more more financial resources to secure the contract.  The next day, I got a call from that board and they informed me that I was their top choice as the ED but as I expected, the AMC was too good for them too pass up.

Its been a few years and I honestly didn’t think about this much until last week. I ran into a member of regional association told me that he was fearful that their association could not maintain their ED much longer and they were considering hiring an AMC. He wanted to know my thoughts on the matter. Naturally, I gave him some free advice and I’ll now do the same for you.

As in anything in life, there are drawbacks and advantages of having an ED or using an AMC. Lets point out some key differences.

With an AMC, you can significantly reduce your administrative costs. Instead of having a 40-hour a week salaried employee, you pay a fraction of the cost for an AMC to manage your organization. Infact, you can also get supporting staff. Sound too good too be true?

This is all made possible by the unique business model that AMC’s provide. What you may or may not know is that your ED at the AMC, is hired by and supervised by that same AMC and not your organization. That ED, which are referred to as Account Managers in that world are playing the same role for sometimes 2-3 organizations. Its a job-split scenario. Because your organization is paying a partial cost, you are also getting a partial week. A few years ago, I worked for an AMC that had one person represent 4 different association clients (Dividing his time to 10 hours a week to each).

Essentially an AMC is a very viable option if your association budget is not large enough to support a full-time ED and for that matter rising occupancy expenses. Using an AMC can be ideal because when your organization has 1 conference a year you are only utilizing a Meeting Planner for that finite amount of time that you need them. No need to pay for a full-time salaried Meeting Planner. It also works when you you only have 1 Marketing Campaign a year. No need to hire a salaried Marketing Specialist for one project a year. Essentially you are outsourcing and getting your association Ala Carte.

The downside is that you are sharing resources with other associations. Not only are you sharing staff, you are sharing office expenses and sharing a mailing address. You are taking out a major factor, member-staff interaction. Its hard to gain momentum, engagement and consistency when your ED is managing other associations. For many of you, the choice is elementary. In order to sustain your association, you simply could not afford to hire a salaried ED.

As for a salaried ED, you are getting the whole package. You are getting an individual who is 100% focused on the success of your organization. Unlike an AMC where an organizational failure means a Executive is shifted to a different client account, a failure by an ED can not only result in the destruction of an association but subsequently, the lost of his/her job. There is more at stake thus there is more tailored focus from your salaried staff.

Sometimes, the choice is really easy but then there are grey area cases. An example would be the association member who I saw a few weeks ago. His association had an operating budget of less than $100,000 annually and his ED’s salary / benefits took up nearly 60% of that. In most cases, I would advise him to “outsource” to an AMC. It would probably result in a contract that demanded only 25,000 – $30,000 annual administrative fees. The issue for him was that his association was deeply involved in regional programming.

This is the big asterisk in my ED vs AMC argument. You can’t emulate local programming within AMC (unless of course your AMC offices happen to be in that exact community that you seek to serve). How can you call yourself the Pennsylvania Association of Widget Designers when your office address is in Washington, DC? It just doesn’t work.

Some associations are predicated on regional approaches as opposed to national appeal. In the association I work for, we pride ourselves on programs that benefit our community. We run monthly chapter meetings, which are vital to bringing in non-dues revenue. In some cases AMC’s simply don’t work.

But in many cases they do. If your association is National or International and your programs are virtual then you would be doing yourselves as disservice by having a stand alone association and salaried staff. Its a wasted resource. If you were going to be a school teacher, you would probably be able to earn your degree from a state school. There would be no need to get a Harvard degree in Elementary Education. You need to be mindful of efficiency as opposed to unnecessary costs.

In conclusion, every association is diverse. Not only in its financial make-up but in its programming and services to members. Both Stand Alone organizations (1 salaried staff or more) and AMCS (shared administrative staff) offer unique visions and plans to best help your association run in a very effective matter.

Don’t Put All Your Eggs into Your Membership Basket

When I was reviewing a proposal for a potential association in Chicago last year, I carefully combed through their recommended financials. The authors of the proposal had a nice grasp on expenses (salary, occupancy, insurances, technology. But in the revenue column there was only ONE item listed…Membership Dues.  In this case they were counting on 1000 members paying $225 in annual dues. Truth be told, they had a solid approach and 1000 member may have even been a conservative number but their revenue stream was extremely limited and unrealistic, especially in a turbulent economic market. I challenged them on where were they planning on getting other revenue? Their reply?  What other revenue is there?

In the association world, most Executive Directors recommend that your non-dues revenue outweighs your membership revenue by 60:40. That means in many cases your actual membership dues may not be as important as your non-dues revenue.

Non -dues revenue is any money that comes through your association that is not directly tied to annual membership dues. Often it adds value to the membership experience without the burden of dues being raised. Examples would be extra money bought in from events, merchandise, sponsorships, advertising.

Think of your association as a cruise ship. Most cruises can not operate on the cost of passengers booking cruises. They meet operating  costs on passengers spending a little extra money on those cruises (i.e. casino, gift shop, tours).

Let’s explore a few areas, where your association can generate money outside of the yearly membership dues.

One area that I believe has been a reliable non-dues revenue generator is classes and conferences.  There is a way to make it a win-win-win for all parties. Here is an industry insider tip. If you have a conference and need to book 50 hotel rooms for three nights, it could cost your conference goers $100 a night. Since you are reserving in bulk, you agree to get those conference goers a rate of $75 a night. In addition, the hotel will offer the association an incentive. Let’s say the incentive is $15 per room per night as a thank-you for the mass booking. The hotel wins because they receive the business, the members win because they get a discounted hotel room for three nights and the associations wins because in this example they will receive $2250 in non-dues revenue.

It goes without saying but it is also understood that the cost of the conference should have some monies built in for non-dues revenue. Instead of $300 per person, make the price $330. Thus an extra $1500-$2000 in the pocket of the association. On the surface this strategy seems shady and unethical but in reality it can be very transparent. This money is not benefiting a specific person but rather an organization as a whole. The non-dues revenue is figured into the operating budget and offsets an increase in dues.

Another example is Insurances (health, business, home, car or otherwise). I discussed  in past postings that insurances are the keystone benefit for any organization. Insurances alone are worth the cost of many annual memberships. In simple math terms, if a yearly membership cost $200 and by joining that association you can save $400 a year on health insurance then you just saved $200 for doing nothing other than joining a group you probably should be involved with anyway. But we must also look to insurances as a hidden revenue generator. Many bundled insurance companies will offer associations a % of collected insurance premiums to utilize as “marketing tools” to draw in more participants. Let’s not be vague about this…it is a legal form of kickback and as long  as these monies are directly placed into the operating budget of the association and as long as this partnership is disclosed to your entire membership upfront then I see no wrong doing here.

You can parlay your relationship with the insurance vendors and have them sponsor networking functions or advertise themselves in your newsletter.  All of these are revenue drivers for your association. Then there are other non-dues revenue streams that may or may not be applicable based on the makeup of your organization. Here are some examples.

1. Membership Directories –Although they should be complimentary to your membership. You can utilize some partners to underwrite the costs. Subsequently you can pay non-members to purchase the directory. If you are association of dentists, people may purchase the list to find a dentist in their area, etc. If you are an association of bankers, people can use it to get profiles of local banks.
2. Merchandise – If I’m being honest, this is a very small piece of your non-dues revenue pie but it can have a non-direct positive effect. Wearing items with the insignia of your association creates free publicity, more conversation then future members (hence more membership dues).
3. Advertising – This includes sponsoring seminars, reserving banner space on your website, taking space in your newsletter. Every little bit counts.

The key in non-dues revenue is very simple. Figure out how much you can expect in yearly membership dues.  For purposes of this conversation, let’s say that number is $100,000. Then you will need to have a viable non-dues revenue strategy that brings in an extra $150,000. This brings your yearly operational revenue to $250,000.

If you can effectively and legally accomplish this ratio then you are putting your association in a really good position to maintain sustainability and subsequently avoid yearly membership increases.

The Member Concierge Program

A few years ago, I was attending a strategic planning session for a large regional trade association. The room was filled with 4-5 staff members and 12-15 association members.  The session was around 18 hours long over a three day period of time. Somewhere in Hour #3, the facilitator asked what seemed to be a pretty a nugatory question. It actually led to further discussions and ultimately a program that revolutionized the association. The facilitator asked “How would you want the members of your association to perceive your organization?” a member raised his hand and said the following “Do you know how you are on vacation in an exotic resort and you want to know what tours to take and what restaurants to eat? I think our association should be like a concierge desk.

…And with that, a concept was born.

This was especially appealing to me because I live to mediate strong connection between member and association professionals. As an aside, it should be the number one job responsibility of any ED. With that being said, there is nothing that would make members happier then knowing that they can count on association professionals to lead them in the right direction. Before I detail the characteristics of a Member Concierge Program, I must first identify what it entails.

1. It is not meant for associations to do the work for industry professionals. For example, if you are an association of Zookeepers, you cannot expect association professionals to feed meat to your lions.
2. It should not be an added member premium. Membership should never be treated like sponsors. (I.E. The more you pay, the more you play). Memberships are like unions and organized societies. Members pay equal fees for equal benefits…(the exception being tiered memberships)
3. Generally speaking these will change based on the industry, location, demographic. But the general concept of “concierge” should signal “enhancement and improvement of current benefit offerings.

CHARACTERSTICS

1. More personalized Member Consultation -Here is a simple yet subtle way of what I am implying. When you are talking to friends, you are often addressed by your first name. When you are making dinner reservations or offering a personal service to an individual you refer to them by their last name. What can I do for you “Mr. Rosenbaum?” It may sound silly but it is an effective way for members to feel like every conversation is about them and what they are trying to accomplish.
2. Enhanced Communication – It is absolutely essential that members constantly keep abreast of association news. There are three schools of thought on this very topic.
3. Website – In 2011, it’s likely every association has a website but is it a user-friendly website? Do members have a private entrance into the site where they can receive member-specific details (i.e. billing history, a portal to register for events, surveys to participate). Members want information to be quick and at their finger tips too. Thus the website should interface with all internet-capable phones.
4.  Monthly E-newsletters. In reality, most members will erase them because they get tons of emails. Constant Contact, which is one of the most popular email marketing delivery services, estimates that the average email open rate is between 25-30%. So, why utilize this kind of service if not everyone is reading emails? The reason is quite simple….You stride to extend your reach to every member via every resource available, recognizing that no two members are alike in the way they receive their information. If the emails are newsworthy, pertinent and insightful, the open rates will pick up with time. For those that don’t like getting email, you can opt with option “C”
5. Monthly Industry Publication – This is the most expensive communication tool. It is also a dying service as the cost rarely outweighs the benefits. To have a publication printed and mailed to each member can be an expensive proposition. But it does look nice reading something that is professionally collated. Members feel like they are getting something tangible. Many will begin to participate by sending you articles and news tips. Some members also still prefer the feel of turning a page. It’s the reason why some newspapers are still in business. There is a comfortable feeling about turning as opposing to scrolling

Together options “A, B & C” offer members mixed communication package in being serviced as far as information.

1. Offering Solutions to help assist them- Solutions is a very generic word but it’s very similar to the member consultation commitment. In addition solution’s is more of an attitude in how we acknowledge members. It also encompasses going the extra step. For example, If you are an association of professional comedians then your solution is to help members find clubs where they can perform, agents they can work with, and books they can utilize to hone their skills. Be a connector and be a reliable resource to their needs.
2. Discounts / Freebies and Connection – To increase membership awareness, we once offered a free registration to member events for members who called us the most often with legitimate association feedback. Sounds silly but we wanted calls. It means members were engaged and aware of our services. It offers them an opportunity to know the professional staff members and to hear about what they could offer to membership.

Remember, every concierge program is customized to your membership but each will test the limits of exceptional service. It is about listening what the members are saying, give them what they are asking for and then give them more.

Who Is Governing Your Governance?

My passion is association management and my specialty is member management but I felt it was important to acknowledge the glue that keeps every association in check. The glue is your binding by-laws. I was reminded of its importance after talking to an association professional recently.  The first thing that triggered my thought process was that her specific association employs a full-time employee to handle the associations’ governance responsibilities. The other thought that came to mind is the role of legal counsel in the oversight of the association by-laws.

Before I address these two thoughts, I must address the key components of proper governance. The person charged with this responsibility must be well-versed in the existing association by-laws. If the by-laws are outdated or have continuing inconsistencies then that person shall be charged with revising, rewriting and redefining how the association should be governed. This is something that I’ll address later in the blog. The other roles of the employee commissioned position is to organize the board meetings, capture the minutes, redistribute the minutes, set meeting decorum, oversee sub-committees and  ultimately being the conduit between the demands of the board and the operational goals of the paid professional staff.

The duty of governance comes down to several variables. These variables include membership locality, size of staff, size of board and frequency of meetings. The ASAE did a study that illustrated that the average Board of Directors roster consists of 27 volunteers (sometimes non-member volunteers). Personally, I believe that regardless of how big or how small your association may be, 27 people are way too many chiefs for the tribe but that’s a conversation for another day.

By rule of thumb of extremes. If you have a local board that meets 4 times a year then it’s likely the job of governance falls under the job description of the Executive Director. If you have a regional association with monthly board meetings and approximately 2 dozen board members then the Executive Director will likely assign the governance responsibilities to the Deputy Director or another high ranking professional staff member. In the case of an International association that meets bi-weekly and has over two dozen members, a position specifically for governance activities may be the best way to go. I believe this was model for the association I was speaking too.

The bottom-line is that we must take a step back and realize the delicate line we walk with our volunteer leadership boards. In most cases, they make up our most active and or successful members. In any model you look at, they ultimately rule the roast. They have the power to change executive leadership. Your goal as the Governance Guru is to satisfy all parties, have a stronghold on the logistics of the meeting, be prepared to answer any question and make sure their message resonates throughout the organization.

In terms of legality in composing / rewriting the by-laws. It has been my experience that these documents are written by the person charged with governance. To make all opinions valued and inclusive, that person asks 1-3 board members to be part of this task force. This not only gets members involved in the process but it also helps protect you from errors and from contributing any ideas that may deem favorable to any member. Once the document is shaped into an agreeable document it should be validated, tweaked and blessed by a lawyer who specializes in these things. This lawyer should be well-versed in your mission, history and goals of your organization. I hate to state the obvious but it would be a conflict of interest to have it validated by a lawyer who is at all associated with the organization (i.e. no active members or family of the members). It would also be good practice to keep counsel on retainer in case things should pop up. In a regional/ local association, you should make a contract that stipulates that your counsel be in attendance at all board meetings to mediate any interpretations.  For an International Association, you should have a lawyer who practices international law.

The rule here is to protect your intellectual property and safeguard the agreements bound between the board and its membership.  It will be your bible and a vital source of for reference more often than you think. In essence, this is your organizational constitution. Without it, you run the risk of inconstant rulings and leaders without a solid direction on how to effectively govern.

Membership & Technology – Recharged

My recent posting addressed some of my insights into the use – or not – of emerging technologies that enhance the image of an organization. I received some emails about how specific organizations were transitioning into new technologies so I felt compelled to provide a few more thoughts on utilizing both new and old technologies.

Adjusting to new technologies seems somewhat traumatic to many Association Executives as well as their Board Leaders. Facebook and Twitter are household realities and every association should be aggressively embracing these social media innovations as a daily part of an organizational life. Every association must have a web presence… no longer just “brochure-ware.”

Beyond social media, however, are other basic tools for the “technology toolbox:”a payment processing plan and reliable software as well as a willingness to be nimble and contemporary.

Old technology does not necessary mean bad technology. But what shocked me is that in my experiences many associations refuse to accept credit card payments. I contend that credit card payments are a user-friendly and convenient approach to facilitate support and should cover any financial transaction, including dues payments, contributions and tickets for special events or purchases.

Previously, I have recommended to clients the need to address their cash flow issues by introducing a program of dues and other fees paid via credit cards in ten equal installments rather than sending out monthly bills – a timely and costly procedure – and forcing institutional struggles with cash flow issues throughout the fiscal year. Equalize payments from members, make payments easier, and be more concerned with facilitating easy systems. The banking costs will decline because of volume and institutional management systems will become more simplified.

Credit cards have been around for over 60 years, which is old for technology standards but online merchant accounts are relatively new. Online merchant accounts are the perfect way to blend old technology with newer technology. PayPal, Google Checkout or other online merchant account services exist to interface with website and other payments by members. For example, any organization can easily encourage members to visit a web site and then pay dues, make donations, send payments for educational programs, and pay for organizational events. By offering online payment abilities to members, every organization is allowing constituents to send money by utilizing a computer at any time. They receive instant receipts, minimize office work and make a donor feel good.

Perhaps the newest iteration of the credit card processing system utilizes the cell phone as the “credit card machine.” This product is called “Square” (squareup.com). Developed by Twitter Co-Founder Jack Dorsey, it calls for the donors to download a special application to a Smart-phone/Blackberry. A member of an association can then accept credit card numbers and the payment. Monies get deposited directly into a bank account that the organization sets up. The donor receives a free swiping tool to attach to the cell phone. Square has no monthly or annual costs, only a small transactional cost.

As a result of the questions and comments, I suggest an organizational technology audit, an evaluation of steps to introduce state-of-the-art aspects on how an agency embraces and uses technology. This study – probably directed by an outside expert – will identify priorities beyond hardware and software needs, web site enhancements, and record-keeping systems but these areas are the basics for remaining contemporary, possibly reducing costs, and taking advantage of innovations that are holding your agency back.

I want to continue this discussion by offering three essential observations about technology and management:

1. Be organized and forward-thinking when considering the impact of technology on systems. This means investing in proper software that can propel the organization forward. Think about better ways to facilitate support, address cash flow needs, and reflect a contemporary agency.
2. Rapid technology advances are here to stay. In-house capabilities as well as outside resources need to be reviewed regularly … at least annually.
3. Embrace opportunities that updated technology can provide. Easier-to-use software programs make record-keeping far easier today, even though using the comfortable standby Excel is no longer the irreplaceable tool in everyone’s repertoire. Much more sophisticated options exist for nearly every kind of association today and will ultimately make life easier and better for member upkeep.

Utilizing Technology To Engage Your Members

Interactive cell phones now beget landlines and the printed newsletter is now being challenged by organizational internet sites. Every new day brings advancements in the way organizations engage their members.

I do not wish to misconstrue: technology is by no means a replacement for personal cultivation and talking to your membership. Instead it is a vital tool to ensure all members are “in the know” about organizations they support.

The other reminder is that social media (Facebook, Twitter, and other options) as well as using the internet to promote your organization is not just aiming at Generation Next (members 20-35 years of age). People of all ages and income levels are increasingly doing their business online.

Despite very affordable hardware and software and a plethora of options that make social media options available for even the smallest organization, too many are content to stay where they are. Many organizations are not offering an opportunity for members to sign up and pay for an event, or make a timely dues payment or view upcoming events.

Another creative avenue to raise awareness of your organization is collecting Twitter handle names and or creating a Facebook group. With Twitter, any organization can “hash tag” special activities. (Hash tag is an organized callout. You can put out a message. For example, the hash tag can read “#GreatConferenceforACOPinOrlando.” Then everyone who has those keywords on Twitter can see the callout message.) With Facebook, an organization can add events and drum up interest by self-promoting. Both are free and keep members involved and attached.

Not having a Twitter or Facebook presence today means that an organization is losing out on a key communications medium and leaving too much to chance.

Let’s go back to cell phones for a moment. Cell phone companies are now offering a way to give by texting. Companies like MPowerGiving.com and GiveByCell.com provide any institution the power to collect by simply having a unique code to text into phones. The way that it works is that a member texts a code into their phone, which permits a cell phone carrier to add a charge to the phone bill for an organization of their choice. Thus a great way to fundraise or increase dues payments. Once the bill is paid for by that member, the carrier sends that donation directly to that specific organization.

Since phones today are essentially mini computers with clickable icons, non-profit organizations are slowly realizing that reaching people through their cell phone is the technology of the moment. With some organizations, it is one way for members to receive alerts about the news on their favorite organization.

According to The New York Jewish Week (February, 2010) only 500 nonprofit organizations had launched text campaigns in the first two years that tool was available.

While there are a few drawbacks to consider with this technology, including monthly fees that range from $50 – $500 along with transactional fees, it may be well worth the investment. It is a potentially efficient tool for an organization to mobilize membership.

Lastly, any good organization should have good data research and tools that offer efficient member management and easy access to solid and credible data about its pool of members. In today’s world, there are a plethora of management software tools that help address this. Avectra, IMS are all excellent options that come to mind in capturing data, running reports and cultivating databases.

Outreach to your membership through creative media is a relatively new way of thinking for trade associations. Sometimes we need to think outside the box in considering innovative yet available ways to create or access new revenue streams. Using technology and appealing to members of all ages and at all levels of technological proficiency is becoming the new norm. Don’t let unconventional attitudes block information from your members.