Stronger by Association

Not Your Grandpa's Association: Turnaround Requires Vision, Change, Help

2013-04-02T14:52:00.001-05:00

Can associations vote by email?

2013-02-26T11:45:00.003-06:00

by Brian Reuwee

Recently, a question from a client arose regarding whether the association's board of directors is permitted to use email voting or online balloting. Although this area of association law continues to evolve, the answer remains somewhat complicated.

"Most state non-profit corporation statutes, including Kentucky where AMR Management Services is headquartered, only permit boards of directors to act through a meeting (in-person or via teleconference) or through 'unanimous written consent,'" said Joe Benton, attorney with Slone & Benton in Lexington, Ky. "Mail, fax or electronic balloting is not permitted for such actions unless all board members vote and all vote the same way."

Therefore, if your board has 12 directors, all 12 must vote unanimously for an email vote to be valid.

The rationale behind this requirement is to encourage (and require) full debate and deliberation by board members on issues prior to taking action, unless the decision is unanimous. A "poll" of the board can be taken electronically, but any action by the board must take place at a meeting or on a conference call.

Basically, boards can use email voting between regularly scheduled conference calls or meetings, but only if all members vote and their action is unanimous.

Conversely, these rules generally do not apply to membership votes, where mail balloting - and, in some instances, fax and email balloting - is permitted by most state nonprofit corporation statutes. So fire off your email votes and eballots to members, but make sure board action is only taken in face to face meetings or via conference call unless the all board members vote and the vote is unanimous.

The following article from the American Society of Association Executives (ASAE) goes into more detail on this topic: http://www.asaecenter.org/Resources/whitepaperdetail.cfm?ItemNumber=12197

Eight Elements to Make Meetings Meaningful

2013-02-07T08:54:00.001-06:00

Good article for volunteer leaders from Steve Drake of SCD Group.

Over the last 35 years, I've participated – either as a volunteer or as a staff professional – in 257 board meetings of local, regional or national associations or nonprofit organizations.

Board time is a nonrenewable resource ... don’t waste it!

Here are 8 elements to help make meetings meaningful for your association:

Never hold a meeting without an agenda
Insist on a starting and ending time
Make the main thing the main thing
Use a consent agenda so routine items don’t consume
Insist on great staff work
Provide agenda and materials at least 6 days prior to the meeting
Ensure that everyone participates (the chair’s key job!)
Create a culture of board members coming prepared for the meeting

Click here to read the full article: What’s on Your Association Board’s Agenda?

Are Local Chapters Still Relevant?

2013-01-24T07:00:00.000-06:00

by Brian Reuwee

A member of the American Society of Association Executives LinkedIn group recently posted a question for discussion:

Where have all the local chapters gone and what will fill the void?

As reluctant, yet long-tenured, treasurer turned defacto president for a struggling local chapter of a larger national association, this question is personally relevant, but also professionally engaging.

Local chapters are not disappearing. On the contrary, many of my peers see growth opportunities for local chapters in delivering localized content, networking opportunities and face-to-face social connections.

Donna Dunn, CAE, President of the Association of YMCA Professionals: "We are actually moving in the opposite direction. Our chapters are finding new energy and new members. We have a focus on support from the national level. We encourage our chapters to be unique to their area and provide programming that fits where they are. We spend the time and money to bring our chapter leaders together annually where they exchange ideas and get new focus. So our chapters are not going away. They are getting stronger."

Tammy Dillard-Steels: "Chapters play a very important role of local involvement, I do not think they are going away. They need to be redefined and evolve to become partners."

Sharon Kneebone, CAE: "Our sections who are embracing our younger leaders are seeing the most revitalization - especially when we see a mix of generational leaders. We are seeing them infuse our sections with new ideas and new vitality."

Kevin Jackson: "I have seen one or two cases where the National body starts to deliver services that overlap with the chapter. This jeopardizes the survival of the chapter, or as mentioned above, drives them into a different type of existence.

Allen Liff: "Guiding questions to help sort this out: What is it that ONLY the chapters can/should do? What is it that ONLY National can/should do? What are the critical areas where chapters AND national must COLLABORATE?"

Cindy Simpson, M,Ed, CAE: "We provide our struggling chapters with the option to transition to an Affiliate Group (like a social club) that is less formal than chapter status. This decision allows us to focus our efforts on the larger chapters - with a staff of six full-time equivalents we can only provide so much support. The decision was well received by our chapters and also provides a mechanism for small groups of individuals who are interested in affiliating with our association without going through a formalized process."

Key to local chapter success in these comments seems to be:

Defined roles and value propositions for the national organization and local chapters
Focused support from the national association staff
Openness to new ideas and new leadership

Ask Questions to Improve Nonprofit Performance

2013-01-22T09:00:00.000-06:00

Who? What? When? Where? Why? and How? Key questions journalists ask to get the full story. Association leaders need to key questions of their organization to help priorities programs and focus their goals.

Open ended questions such as "How can we improve?" and "What do we need to do differently?" can apply to particular activities or to the entire organization. But they require follow up questions to identify specific actions you will take in the next twelve months.

Here four additional questions significant to nonprofits from Hardy Smith, an association leadership consultant.

Getting the Most from your Meetings

2013-01-18T11:30:00.001-06:00

By Brian Reuwee

Whether you're leading your association's board meeting, committee conference call or your department's quarterly sales staff meeting, ensuring it's time well-spent can challenge most professionals and volunteer leaders. When managing volunteer association leaders, you typically have limited time, limited attention and limited effort -- maximizing the time, attention and effort is the point of the meeting -- make the most of it with these tips for creating an agenda and engaging participants.

Before the meeting...

Read more »

3 Golden Rules for Volunteer Recruitment

2013-01-11T09:39:00.001-06:00

Here's the wrong way to recruit volunteers:

Step One:

Post the following announcement: We are looking for volunteers to serve on the XYZ committee. Please Join.

Step Two:

Take all comers.

Check out a few tips on how to recruit volunteers the right way from Allen Liff's blog, Focus! Focus! Focus!

Project Management for Board Members and Committee Chairs

2012-12-31T14:52:00.004-06:00

by Brian Reuwee

Project management requires structure. As a more free-form, creative person, I'm not always a big fan of structure, but I do love it when a plan comes together. So I make structure and organization a means to an end with the projects I'm leading.

Fortunately, most volunteer association leaders have structure, organization and expertise available to them through their association staff. But what if your association a.) doesn't have staff resources b.) staff is unavailable to help with your project?

Read more »

Should Nonprofits Be Judged By A Different Standard?

2012-10-30T09:47:00.001-05:00

by Brian Reuwee

If you can read through the sales pitch, there is some good stuff in here. I love the collision of business and nonprofits and Raff makes a point with one of his takeaways: "nonprofit corporation has "stakeholders" rather than "shareholders." My addition: your stakeholders won't invest if there is no potential for a return (social good, networking, prestige, etc., etc.)

Copley Raff's Giving Take: Should Nonprofits Be Judged By A Different Standard?: Dan Pallotta, a journalist, philanthropist, and businessman with a longstanding background in the nonprofit world, recently published an article in Wall Street Journal: “Why Can't We Sell Charity Like We Sell Perfume?” The piece raised some provocative questions, though perhaps not the ones the author was originally intending.

Quit Comparing: Creating Content that Works for Your Association

2012-10-12T09:24:00.002-05:00

by Becky Rasmussen

Content Marketing for Nonprofits & Associations by Becky Rasmussen

"So, how do you actually define 'content'?"

This was the question raised as we neared the close of a 3-hour session on content marketing for associations.

Others might have wondered if the attendee had been paying attention for the first 2 1/2 hours, but I knew what she meant. As an association professional, she understood the importance of content marketing - she wouldn't have been there if she didn't. The real question for her, and others in the workshop, was: "How do I explain it back to my team, to my executive director, to the board, to my president and ultimately to our members?"

Read more »

Battle for Relevance: How Twitter, Harvard Business Review and the U.S. Army Impact Associations (Part 2 of 2)

2012-10-02T08:00:00.000-05:00

by Brian Reuwee -- Adapted from a presentation at 2012 ASAE Annual Conference

Battle for Relevance: Learning from the Business World by Brian Reuwee and Brian Riggs

Coming from the media world I often see parallels between magazines and associations. The most striking similarity has always been between subscribers and members, but our niche focus and the ability to meaningfully inform audiences also stand out. Additionally, both need to retain current customers and attract new ones while continuing to deliver value.

Unfortunately, media and associations have been experiencing a similar pattern disruptive to the status quo, which has been accelerating through the last decade: trends toward digital publishing, online engagement and community-generated content.

This trend strips traditional media and associations of subscription / membership revenue, depresses ad revenues and results in little left over for investment in good journalism, or educational programs and new ventures in the case of associations. Basically, it’s evil. Or at least that’s what newspaper publishers would say. I see opportunity.

Read more »

Battle for Relevance: How Twitter, HBR and the Army Impact Associations (Part 1 of 2)

2012-09-27T11:31:00.000-05:00

by Brian Reuwee -- Adapted from a presentation during ASAE Annual Conference

Battle for Relevance: Learning from the Business World by Brian Reuwee and Brian Riggs

When AMR surveys members about the benefits their associations’ provide, members of 15 of our 20 association clients cite “networking and knowledge sharing” within the top three benefits of membership.

Boiled down, the same is true when we look at ASAE studies like Decision to Join.

Associations serve as platforms, vehicles for like-minded people with specialized interests to interact and learn. And association models are designed around the idea that the non-profit, membership-based organizations are the best at delivering connections to similarly situated professional people and learning opportunities.

Read more »

Creating Content that Works for Your Association

2012-08-09T14:46:00.001-05:00

Creating Content that Works for Your Association: by Becky Rasmussen

Last year, I had the opportunity to attend the first-ever Content Marketing World. Think of the best conference you have ever attended and how it left you feeling – energized, connected, inspired and excited to go back to work? That was this conference for me as a content marketing professional. Sitting in session after session led by some of the giants of the marketing world, surrounded by like-minded and creative individuals, I remember my excitement building about how I was going to rush back and put some of these ideas into practice. Read more...

Effective Management of Your Association's Chief Executive and Staff

2012-07-31T09:01:00.003-05:00

by Brian Reuwee

Volunteer board leaders are a busy group. Besides acting as good stewards for an association, they usually have full-time careers, spouses, families, community engagements and other interests outside of work.

In other words, performance management of the association's chief executive is probably not first on their to-do list. Associations hire CEOs or Executive Directors (or contract with an association management company) to make the difficult task of managing day-to-day association operations a bit easier. Still, it can be difficult for a volunteer to stay on top of the pulse of an organization. And harder still to recognize whether your organization has the right staff leader in place to move the association forward. The last thing volunteers want is to be hijacked by an upset member at the annual conference or surprised during a board meeting.

Here are a few ways your board can stay informed and on top of staff performance issues without getting mired in the day-to-day details of the association or risking an epic collapse of an important program.

Schedule calls weekly or every other week with the executive director. Set up an ongoing agenda and discuss progress on key projects.
Call other junior staff members periodically to discuss their projects and get their insights.
Require staff to submit monthly progress and/or activity reports to the board (and read them). These should detail progress on key programs, membership, conference attendance, certification, etc. Respond accordingly. Ask questions.
Require monthly financial summaries and reports. This should include at least an income statement, balance sheet, current year budget and general ledger report. If you don't understand what you're seeing, ask questions first before approving any financial statements.
Align the executive's job description with your organizations strategy and ensure he or she is working towards those goals. Review the job description annually and revise it to reflect his or her duties.
Evaluate your chief executive annually. Compare progress towards the organization's strategic objectives, mission and vision against program outcomes, metrics and financial results.
Create and follow an annual work plan that details the programs and projects assigned to staff and board members. This will keep board members informed of obligations and ensure staff stay on track.

Even with a chief executive (or AMC) in place, insuring the correct individual with appropriate knowledge, skills and abilities is the right staff leader for the long-term requires an ongoing investment of time and resources on behalf of the board.

Maintaining an open feedback loop will help keep board leaders aware of staff activities without getting in the way of operations. It will also give volunteers the ability to encourage a chief executive's positive efforts. Conversely, board members can act before a negative issues threaten the health of the association.

Time Management: The Most Critical Skill for Association Leaders

2012-07-17T10:21:00.002-05:00

by DeLaine Bender, CAE

What’s the most critical skill for leaders of associations and nonprofit organizations? It might just be the ability to prioritize and manage time.

For associations and nonprofit organizations, excellent management of key resources – including time – is crucial.

Associations tend to be the recipients of many varied demands and great ideas for serving constituents, but have limited resources to act upon them. And, unlike in a for-profit business, the likelihood of profitability is rarely the most important reason to take on yet another program or cut a program that’s already in place.

It’s not just a matter of do we have the money – it’s also do we have the time. Leaders must look at each element of the organization’s service portfolio (and especially every new idea) objectively, measuring its potential against the organization’s strategic goals and objectives. So, from a big picture perspective, the strategic plan -- or whatever guidance document is the structure for your association’s work -- is truly the greatest prioritization tool.

This is easy to say, but hard to do. It’s difficult for those engaged in an activity to evaluate whether or not it is moving the organization forward in a key strategy area. It’s even more difficult to say no to an enthusiastically presented new initiative.

These are truly leadership moments, where elected leaders have to factor into their decision-making the organization’s limitations, as well as the potential benefit to members.

There are many books and online tools specifically designed to help association leaders with such leadership moments. One of my favorites is Seven Measures of Success: What Remarkable Associations Do That Others Don’t, by Jim Collins, who also wrote Good to Great and Built to Last. In it, Collins provides great examples of success achieved through the alignment of products and services with organizational mission – not wasting time on things that detract from the mission. It’s a quick read, and a great resource for association leaders.

Among Collins’ points is that, although associations do need to be successful in generating revenues to sustain the organization, they should measure success based on whether they are serving members and moving forward on strategies. To do that requires editing of the services portfolio, and editing requires (you guessed it) a laser-like focus on top priorities. Spend your time providing what’s important to your members.

Why are competency-based association boards an anomaly

2012-07-03T08:30:00.001-05:00

Often associations and nonprofits reward status, tenure or relationships with a seat on the board of directors. However, some voices within the sector are starting to advocate for a change in thinking, suggesting boards should recruit members based on needs and competencies.

The charge is being lead by Harrison Coerver and Mary Byers, CAE, and their book Race for Relevance.

Here are a couple of recent blog postings from some other association minds:

How to create a memorable recognition and awards program for your association

2012-06-26T09:00:00.000-05:00

by Alison Keller

Running an awards program is a lot of work. An association will want to keep top of mind how to publicize the program in order for the association and the award recipients to gain the most benefit. Also, it is important to keep the program fresh and exciting for members. Below are a few ideas to help in these areas.

Drive the Excitement Here are a few simple items to add to your awards programs:

Collect quotes and pictures from previous award recipients (stating the benefit they received from the program) to include in your marketing in newsletters, website, emails, etc.
Host a conference call where staff can explain rules and process regarding the awards program and previous award recipients describe their entry process.
Send email reminders with tips for submitting a nomination.

Provide the Tools In order for recipients and associations to gain added publicity, associations can provide recipients with the tools to aid in marketing their award.

One option is to provide branded marketing tools such as: web banners, PowerPoint templates (for internal presentations), press release templates, Facebook logos, email signature logos, award photos and more.

The tools should include the award program logo, date (year) and award recipient status. To further emphasize and explain the process, set-up a conference call with the recipients to review the items and encourage their use. Also, it is helpful for the tools to be in one place and easy to access. Look into creating an Awards Program Marketing Tool Kit site for easy downloading of the tools.

Create an Award Ceremony to Remember We all know that awards banquets can get long and boring. Make this an event your association members will not want to miss. The following are a few ideas.

Instead of having long and drawn out recipient speeches, require each recipient to provide a 60-second video that highlights their award project and team. Use this in lieu of a speech and encourage them to make the video fun.
Playing upbeat music during the ceremony can add to the hype
Hire a professional photographer to take pictures during the ceremony and then afterwards with each award recipient and the association president.

Using Board Members to Engage Attendees at Your Trade Show

2012-06-12T11:01:00.002-05:00

by Lauren Mangnall

Your conference committee, board of directors and association staff has spent countless hours putting together a trade show or convention that will be beneficial for both attendees and exhibitors.

There are various activities, games and giveaways staff can organize to help increase traffic on the trade show floor. But there is another untapped resource.

Here are a few tips to help facilitate engagement among exhibitors and attendees at your trade show by utilizing the great resources your association already has: Board Members.

Double Duty – Board members are great resources because they are often experts in their industries. Ask other board members to do double duty by conducting a breakout sessions or workshop on a topic related to their industry or profession.
Table Topics – If attendees and exhibitors will be eating meals in the trade show, recruit board members to sit at each table and act as a moderator for various table discussions. Each table might have a small sign displaying the topic so attendees can choose which table and topic interests them. Conversations can be very casual with the board member simply there to get the conversation going.
Demonstrations – setup a small stage with a microphone and a seating area inside the trade show and have board members conduct short demonstrations (15 minutes) on various products or services.
Designated Stations – If your trade show is on the smaller end, have each board member “assigned” to a handful of booths. They can check in with the exhibitors, talk to attendees in the area. If you have a large trade show, have designated times that board members will be stationed at a certain area. For example, do you have a recharging station or another similar area in the trade show? Have each noard member sign up for a 30 or 45 minute timeslot to be “stationed” in that area to talk to members and attendees walking by or stopping to recharge their mobile devices.
Board BINGO – games and giveaways are often used to help generate traffic on the trade show floor. This game will work best if you have a large board of directors. Create a BINGO board that contains the photos of all of your Board Members. Every attendee will receive a BINGO card at registration. Instead of calling out numbers, call out names. The names will only be announced in the trade show. Offer a significant grand prize for the first person to complete a row on their BINGO card.
Contests and games - Setup a small stage inside the trade show and have board members go head-to-head with attendees on different fun games like balancing a soda can on its rim, bouncing ping pong balls into glasses or balancing an egg on its end (think of the NBC show Minute to Win It). If the attendee wins, they are entered into a raffle for a prize at the end of the day.
Raffles – Have your board members walk around the trade show floor and sell tickets for a 50-50 raffle. It’s a great way to raise money for a new project or program that needs funding or collect donations for a charity or foundation. And it’s a great opportunity for board members to get to know the attendees and exhibitors and build relationships.

As an association leader, you should be the face of your organization. Getting involved in the trade show is a great way to get engaged with attendees and exhibitors.

What other ways could you use your board of directors and committee leaders in your trade show?

How to Start an Association

2012-06-04T11:00:00.000-05:00

Every now and again, we go through a phase when we get multiple calls or inquiries from individuals looking to start an association or formalize a loosely knit group. I had a businessperson contact me recently who had a 60,000-member group on LinkedIn. He wanted to monetize the group by creating an association, establishing a membership dues structure and soliciting sponsors.

Certainly not a bad idea. He has a significant and engaged audience plus industry support. There is value in what he's doing -- connecting members, providing job posting services for employers and hosting some educational opportunities. For members, and for shareholders (he was considering a for-profit model, but the same applies for non-profits), there was money to be made.

Launched in 2010, U.S. Farmers and Ranchers Alliance -- affiliate

representatives pictured -- started as an idea. With goals and

objectives in place, the founding affiliates took steps to put their

vision into action.

Our discussion was broad-ranging, but here are a few basic items we went through to determine whether this was a good idea or a non-starter:

Steps to start an association

Form an organizing committee or task force to determine interest: is there enough to get started? Is the interest local, regional, national, international? Is there a need for a "stand-alone" association or could the needs be better met by becoming a special interest group of an existing association with similar goals?

If you decide to move forward and organize an association:

Write preliminary vision and mission statements
Include a section on why you are organizing the association; who should be a member of it; what services and benefits members will receive, etc. Carefully consider your value proposition -- what sets you apart from your competition; what makes your new association unique. Emphasize this.
Determine the organizational structure: board, committees, chapters, etc.
To be effective, a board should be not more than 15 members. Current trends suggest no more than 5 board members, but some boards get extremely large (50 or more) because they want to represent all interests, but a board this large becomes a representative body requiring an executive committee that functions as a board. Check out Race for Relevance by Harrison Coeveur for current trend information.
Determine the membership structure
Who can be members? Do you have different member classifications; e.g., active, associate (for suppliers), student, etc.
Determine the not-for-profit structure and file articles of incorporation and bylaws
You should use an experienced association professional or attorney to draft articles, bylaws and incorporation papers.
Develop a tentative budget and revenue sources
Setting dues level is difficult. Dues establish the perceived value of the organization. Don't set the dues too low, but setting it too high could discourage membership. One key factor to dues is whether it is being paid by the individual or the company.

Dues account for about 42 percent of today's typical association. The remaining revenue comes from meetings and conventions, publications, contributions, suppliers, etc.
Develop sound communications tools
This can range from a printed or email newsletter to a simple website.
Focus efforts on both member recruitment and retention
Determine short and long-term plans for management of the association
Volunteers (board & committee members) implement management functions (newsletters, programs, dues notices, etc.) of most start-up associations. Once the organization is running, volunteers normally hire staff to manage the association.

You have two choices when paying for management services: you can hire an executive director and staff which also involves renting office space and equipment. This is often too expensive for a new organization. Or, you can contract with an association management firm. These organizations specialize in providing staff for the various needs of several organizations.

These steps will help you get started, but one item you'll need to be best equipped for success is cash. Just like a start-up business, start-up associations need investors. Although the amount of investment needed is difficult to assess based on the unique needs and structure of various associations, $250,000 is a good place to start if you're working with an association management company like AMR Management Services. This will get you through year one covering staff costs and marketing expenses.

Certainly, individuals can launch an association for less money buy more sweat equity, but experienced professionals are more likely to launch a new association successfully.

One thing I've learned through working with and talking to start-ups is that everything always costs more, takes longer and is not as successful as you initially anticipated.* When you finish your budget projections, subtract 30 percent from your revenue and add 30 percent to the expenses. For good measure, stretch your time lines by 6 months.

Now that I've discouraged you to start an association, ignore it. Work the steps, research your target audience fanatically, thoroughly consult experts and find smart people to help. Associations can do great things and the nonprofit sector needs innovators to shake it up. Good luck.

Here are some other resources:

* This is not always true, but rather a gross generalization. Your idea may be great, but it's probably not the exception to the rule.

International Fruit Tree Association Launches Research Foundation

2012-05-10T09:00:00.000-05:00

CHESTERFIELD, Mo. -- International Fruit Tree Association (IFTA) aims to raise more than $1 million over the next five years to support tree fruit research. To support its goal, the association created the IFTA Research Foundation, a 501(c)(3) charitable organization.

AMR Management Services will provide professional services and administrative support to the newly formed foundation in conjunction with its ongoing association management services for IFTA. The foundation will be headquartered in AMR's Chesterfield, Mo., office.

"The IFTA Research Foundation is about making a commitment to tree fruit research for the long term," said Ken Hall, president of the foundation board of trustees. "The benefits won't be paid today, and the recipients may not be current growers. But there will be future fruit growers who will be better at what they do because tree fruit research continued on."

IFTA's core mission encourages research to advance tree fruit growing and support systems. The foundation will provide the tree fruit industry more research funding and an effective means to grant funding to leading pomologists and plant scientists.

Through a permanent endowment and current year gifts, the IFTA Research Foundation will fund projects reviewed and recommended by the association's independent research committee, which typically meets during IFTA's annual conference in February.

"IFTA's forward-thinking decision to create a research foundation to help fund critical research will help the association better fulfill its mission," said Chief Operating Officer Nick Ruffin. "AMR is proud to assist the foundation in achieving success."

About the International Fruit Tree Association

The International Fruit Tree Association was established in 1958 and exists to promote an understanding of the nature and use of intensive orchard systems through dissemination of information and to expand the knowledge in this industry by encouraging continued research efforts. For more information or to donate, please visit the IFTA website at www.ifruittree.org.

About AMR Management Services

AMR Management Services provides professional services to a variety of local, regional, national and international nonprofit trade associations, professional societies and foundations. Through our passion, people and principles, AMR turns vision into action to enable client success.

AMR's core services include association management, conference and event management, marketing and creative services and technology management. More than 20 organizations rely on AMR for headquarters and administrative support, executive leadership, board management, research and issue management, government affairs, conference and event management, technology support and website development, content management, fundraising, and marketing and creative services. AMR is charter accredited by the AMC Institute and active in the American Society of Association Executives. To learn more, visit www.AMRms.com.

Media Contact
Brian Reuwee
(636) 449-5050
breuwee@amrms.com

Five Technologies to Adopt for Your Event

2012-04-03T08:00:00.001-05:00

by Allison Keller

Looking for ways to improve engagement and participation at your association's events? Several technology options are available that will enhance and bring added value to your event. Below are a few options AMR association clients have implemented.

QR Codes

QR codes allow instant and easy access from a smartphone to a specific website. Do you have a site that you want event attendees to access? A couple of our clients recently launched online communities used QR codes to encourage participation. A QR code that linked to the community was developed and printed on the back of the event name badges. This allowed for easy scanning from a smartphone and encouraged participation. There are many ways to utilize QR codes. They can be used to link directly to mobile sites, utilized for contests, be printed on giveaways and more. This is a fun and virtually free way to enhance engagement.

Mobile Sites

For easy access why not move your event agenda, speaker information and more to a mobile site? This site can then be accessed by event attendees on their mobile devices for easy access to information during the event. We implemented this last year for a client, and found that attendees utilized it and many found it more useful than a printed program. Eventually, there will be cost savings as more printed information moves mobile.

Text Message Alerts

There are several low-cost and easy-to-use text message alert services available. When attendees register for a conference they can be given the option to “opt-in” for text message alerts. This allows event staff to have an easy method to contact all attendees in case of an emergency. At a recent conference, a water main broke near the event site. Having a text message alert mechanism would have been ideal to alert attendees to the incident and give them advice. Additionally, this service will allow staff to inform attendees regarding venue changes and “not-to-miss” sessions.

Twitterfalls

Twitterfalls are easy to implement. With Internet access, a screen and a hash tag, a twitterfall can run during or in-between event sessions. This encourages attendees to tweet and allows them instant access to conversations regarding sessions, service and more. This is an excellent way to encourage engagement at an event and keep the conversation moving.

Charging Stations

Do you see people searching for outlets at your conferences? Why not rent a charging station that provides charges for multiple types of devices? This can be set-up in a common foyer area and seating can be provided for people that want to stay close to their devices. There are also options that provide “secure” charging. This is a value-add for attendees and makes their online access easier.

Keep in mind that many of these options are low-cost; however, these also present opportunities for sponsorship. Each provides good visibility for sponsors via the event website, mobile sites, on-site banners and more.

If your organization has additional methods for utilizing technology we would be interested in hearing your advice.

Which (c) is Right for Me? 501(c)(3) vs. 501(c)(6)

2012-03-29T11:05:00.000-05:00

by J. Scott Dick, CPA
VP, Finance & Operations

Thinking of starting a new, nonprofit, tax-exempt organization? Trying to decide whether to organize as a c3 or c6? Know the difference?

Whereas the c3 and c6 are alike in terms of exemption from income taxes, their qualifying characteristics, the application process (IRS Form 1023 vs. 1024), and the various rules governing their ongoing activities can be quite different.

It is helpful to first understand the distinction between a “nonprofit” and a “tax-exempt” entity. Nonprofit refers to an entity’s incorporation/organizational status as governed by state law, whereas “tax-exempt” refers to federal income tax exemption governed by the Internal Revenue Code. The c3 and c6 are two common IRS tax-exempt statuses for nonprofits.

To qualify for either exempt status, a nonprofit must meet specific tests which are outlined in IRS Publication 557, Chapters 3 and 4, available at www.IRS.gov.

One common requirement of a tax-exempt entity is that your net earnings may not benefit private shareholders or individuals.

Once organized, c3 and c6 organizations are both required to file annual IRS Form 990, 990-EZ, or 990-N depending on their size. They may also be required to file 990-T and pay taxes if they have “unrelated business income.”

Although the applicable IRS schedules and required disclosures of the c3 and c6 vary, all tax exempt entities are expected to have strong governance policies and practices in place and the new 990 wants to know a great deal about them.

Which exempt classification is right for you? Here are some common differences:

*501(c)(3)*	*501(c)(6)*
Operated exclusively for charitable, educational, religious, literary, or scientific purposes	Operated to promote a common business interest, and to improve business conditions in the industry

Includes membership associations (e.g., professional society), if the purpose is to advance the profession with respect to "educational" activities	A membership organization (e.g., business league, industry trade association), advancing a common business interest

Lobbying and political activities are significantly restricted. A c3 will lose tax-exempt status if the IRS determines that it has engaged in "substantial" lobbying activities	Allowed a wide-range of lobbying. Yet, the main stipulation is that a c6 is required to disclose to membership the % of their annual dues that is lobbying (i.e., non-deductible to members for tax purposes)
Special Advantages of the (c)(3) include:
Enhanced fundraising advantages, such as eligibility to receive tax-deductible "charitable contributions" and gifts of property and eligibility to receive many grants	Dues or other payments to a c6 are only deductible to the extent that they serve an "ordinary and necessary" business purpose of the payer

Eligibility to receive other state and local tax exemptions (e.g., sales tax)

As you can see, there are several similarities and distinct differences within the world of the 501(c); and c3/c6 represents only two of several types.

When creating a new nonprofit organization, it is always wise to consult legal, tax and association management professionals with the background and experience to help you make an informed decision and to protect your ongoing tax-exempt status.

Reposted from a popular AMR Blog post October 15, 2010. Click here to see the original post.

Clearing the decks

2012-03-22T11:31:00.001-05:00

This is a great illustration of what an association management company can do for your nonprofit organization. Think about it this way, is your board's work and effort adding value to the mission of the association or is it sliced and diced into project and activities that don't actually make the association better able to achieve its vision?

Seth's Blog: Clearing the decks

The example may not be about an association, but imagine if it were? If all those little, day-to-day activities were attended to by a professional and skilled staff, how would your volunteer leadership structure its time and focus its energy? What could your organization accomplish?

Engle Earns Meeting Planner Certification

2012-03-22T09:00:00.000-05:00

Will Engle, CMP

LEXINGTON, Ky. – AMR Management Services is proud to announce Will Engle has earned his designation as a Certified Meeting Professional (CMP).

The foremost certification of the meetings, conventions and exhibitions industry, the CMP program recognizes individuals who have achieved the industry's highest standard of professionalism. Established in 1985, the CMP credential increases the proficiency of meeting professionals. The credential, awarded by the Convention Industry Council (CIC), is the most widely known and well-respected designation for meeting planners.

“I am very proud of the expert staff we have here at AMR,” said John Ruffin, AMR President and CEO. “Will’s commitment to the industry in earning this key certification is what sets AMR apart."

Engle started with AMR in 2011 after serving in a variety of positions within in the association industry since 2000. He graduated from Transylvania University in Lexington in 2002 with a degree in Business Administration, and completed his Master of Science in Sport Administration from Eastern Kentucky University in 2006.

Engle resides in Lexington with his wife Kate and 16-month-old son Liam.

About AMR Management Services
AMR Management Services provides professional services to a variety of local, regional, national and international nonprofit trade associations, professional societies and foundations. Through our passion, people and principles, AMR turns vision into action to enable client success.

AMR’s core services include association management, conference and event management, marketing and creative services and technology management. More than 20 organizations rely on AMR for headquarters and administrative support, executive leadership, board management, research and issue management, government affairs, conference and event management, technology support and website development, content management, fundraising, and marketing and creative services. AMR is charter accredited by the AMC Institute and active in the American Society of Association Executives. To learn more, visit www.AMRms.com.

Media Contact
Brian Reuwee
(636) 449-5050
breuwee@amrms.com

NASCA Selects AMR as Management Partner

2012-03-20T11:30:00.002-05:00

LEXINGTON, Ky. – The National Association of State Chief Administrators chose AMR as its new association management partner.

“During our research, one company was continually mentioned as an outstanding service provider – AMR,” said NASCA President Richard Sliwoski. “They understood what our needs were, made wonderful suggestions and followed through on their commitments.”

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