1. Audiences
1.1. Executive Directors
1.1.1. Small Staff associations
1.1.2. Virtual/ Solo EDs
1.1.2.1. Very protective bunch!
1.2. Board members
1.2.1. All volunteer/ AMC boards
1.2.1.1. Association boards that changed to an AMC
1.2.2. Small staffed associations
1.2.3. Failed RFP boards
2. Blocks to outsourcing or services
2.1. Very challenging to overcome
2.1.1. Huge insistence on RFPs
2.1.1.1. Unwillingness by many to permit a broader discussion with whole of board
2.1.1.1.1. The smaller the staff, the more the ED has sway over the Board
2.1.1.2. Boards feel a big need for accountability
2.1.2. Stubbornness towards industry/ profession related experience
2.1.3. Many EDs claim to be "OK" with the boards now
2.1.4. 2X: Unwillingness to confront or ask board members why they don't commit or take a stand
2.1.4.1. Boards think they're doing things fine but they aren't
2.1.4.1.1. Board "God complex"
2.1.5. For many board members, it's impossible for their board role to become a 10/10!
2.1.5.1. Board not taking a lead
2.1.5.1.1. Board needs to be sure of their job. If not, unlikely to move forward on a decision
2.1.6. Hard decisions are often just deferred
2.1.6.1. Challenge of getting associations to think of succession planning
2.1.6.1.1. Many boards consider succession planning difficult to plan for and just opt for a headhunter when the time comes.
2.1.6.1.2. Boards don't want to pay for 2 salaries at once
2.1.6.1.3. Boards consider it when its too late
2.1.6.2. Boards themselves often lack clarity in where it is they want to go
2.1.6.3. Board insistence on consensus and lack of ED autonomy to make decisions
2.1.7. Large associations wouldn't need an AMC
2.1.7.1. Many indicated possible need with their smaller provincial chapters
2.1.8. ED insecurity
2.1.8.1. One board chair challenged ED to document tasks to help outsource...ED felt they didn't have the backing of the Board.
2.1.9. When cashflow is tight, even offers of performance pay goes on deaf ears
2.1.10. Government's recent 75% of salaries bailout!
2.2. What might be "overcome-able"
2.2.1. Fears preventing them from taking action
2.2.1.1. Fear of lost control
2.2.1.1.1. Giving up of too many tasks - some board members want to feel involved and think that's by rolling up their sleeves!
2.2.1.2. EDs fear being replaced
2.2.1.2.1. Fear of SNBD access - EDs don't want ideas being given to their Board!
2.2.1.3. Loss of corporate knowledge
2.2.2. Divided loyalties
2.2.2.1. "No daily leadership"/ desire for boards to have dedicated business development
2.2.2.2. Clarity on service levels
2.2.3. 3X: Can we finance/ afford this?
2.2.3.1. 3X: Need for revenue ROI demonstration/ certainty on growth as result of investment made
2.2.3.1.1. Revenues needed vs. value
2.2.3.1.2. Uncertainty on the financial benefit/ cost effectiveness of outsourcing
2.2.3.2. Cost certainty needed
2.2.3.3. Need to be shown the money before willing to move forward
2.2.3.3.1. Biggest issues to clarify is CONSISTENT revenue and knowing how to cover off the investment
2.2.3.4. Prohibitive "entry costs" for just s study/ assessment
2.2.3.4.1. Concerns over resources and creating revenue sources identified as an obstacle to feeling fulfilled
2.2.4. Ok to run deficits for 1-2 years
2.2.5. Some boards face high payments for administrative service/ little end value to the Board
2.2.6. 2X: Unawareness that there's even a problem!
2.2.6.1. Boards get into the habit of hiring just one person
2.2.6.2. Specifically, a board problem
2.2.7. 3X: Concerns that taking on a contractor means someone else to supervise
2.2.7.1. Managing contractors causes "make work" projects
2.2.7.2. Hiring someone offers up lots of paperwork
2.2.7.3. Overwhelm
2.2.7.3.1. "How do you get the administrative set-ups, set up?"/ "Coordinating the coordinator"
2.2.7.3.2. Research time
2.2.8. What MUST be overcome!!
2.2.8.1. "Chicken and egg" scenario
2.2.8.1.1. Boards need to know how support for the organization leads to growth to be able to afford support!
2.2.8.1.2. Belief that association "needs to get somewhere" before ever considering outsourcing
2.2.8.1.3. Boards need to recruit board members to build a solid foundation of workers and have a healthy bank account
2.2.9. Red flags and turn offs to prevent making the decision in the pitch
2.2.9.1. Lack of clarity on scope in past proposals
2.2.9.2. Don't say: "Only will take a contract of everything is managed at once"
2.2.9.3. Don't insist on getting to know every piece of the organization in advance
2.2.9.4. Trying to offer beyond what was asked for!
2.2.9.5. Insensitivity to the association's financial situation
2.2.9.6. Not communicating the off ramping or continuity planning possibilities
2.2.9.6.1. Many are afraid of a loss of control!
2.2.9.7. EDs
2.2.9.7.1. Do we have the funds to do this?
2.2.9.7.2. Unsure of a contractor complements or frees up and ED
2.3. Continuing debate of industry & profession experience vs. association experience?
2.3.1. Expressed by Virtual EDs but concern is that even one comment to stakeholders is dangerous because someone new won't understand/ is unaware of the issues...scares them
2.3.2. Knowledge of industry is hard to transfer, so are knowing the stakeholders
2.3.2.1. Specifically difficult when ED role and association is highly advocacy and regulatory focused
2.3.2.2. Boards not willing to "take someone from 0-100"
2.3.3. Lack of industry knowledge countered in some associations with volunteer engagement
2.3.4. More openness for non-ED type roles
3. Thresholds/ Factors to push them over to outsourcing
3.1. Observations
3.1.1. Firms with a marketing background valued by boards
3.1.1.1. Revenues development
3.1.1.2. Membership recruitment/ ability to recruit in niches
3.1.2. 3X: Revenues of the organization are of lesser concern than need
3.1.2.1. Prepared to develop the budget and find the money!
3.1.2.1.1. Something I'm willing to wait for??
3.1.3. Less a question of minimum amount of money but more one of cost vs. growth certainty
3.1.4. For change to happen, it took a Board chair to have some chutzpah
3.1.4.1. Force a conversation on everything that needs to be done
3.1.5. STILL NEED TO IDENTIFY THAT WHICH BOARDS WON'T BE WILLING TO CHANGE
3.1.6. 2X: TO PUSH OVER A BOARD TO AMC SERVICES, THE KEY WAS OFFERING BOOKKEEPING AS A DOOR OPENER
3.1.7. Expressed by Virtual EDs of concern is that even one comment to stakeholders is dangerous because someone new won't understand/ is unaware of the issues...scares them
3.1.7.1. Is that just protectionism on their part?
3.2. Direct comments/ quotes of what it would take
3.2.1. A couple more board members leaving in frustration
3.2.2. Launch of a new programme
3.2.2.1. Openness to adapt to member needs; then find the way to pay!
3.2.3. Financial crisis
3.2.3.1. Bookkeeping in a mess
3.2.4. Deadline or a in a pinch
3.2.4.1. projects and deadlines not being met
3.2.4.2. Social media needs to be kept up because they need more visibility
3.2.5. Board is often at the risk of burnout when faced with finding staff
3.2.6. The treasurer is having trouble managing the finances and as a result, a bookkeeper is needed.
3.2.7. There would have to be a very good case of a gap in EDs capabilities resulting in a RISK
3.2.8. Board began to realize the ED needed to be more strategically focused and less on administrative issues
3.2.8.1. Board was keen to see of there if would be cost effectiveness in outsourcing ED help
3.2.8.2. Too much work for the Board to coordinate everything and wanted to leverage a contractor until a FT employee was possible
3.2.8.3. ED consistently not meeting KPIs
3.2.9. Board isn't being strategic and follow up doesn't occur
3.3. What finally pushed some over
3.3.1. Board began looking for a new Executive Director
3.3.1.1. On referral, a board member suggested an AMC instead.
3.3.1.2. Board chair saw value in association experience OVER industry experience
3.3.1.3. Recognizing the outgoing ED didn't keep up skillset with the times as well
3.3.2. 2X: Crisis!
3.3.2.1. Poisonous office environment
3.3.2.1.1. Past board chair promised staff they'd all be the bosses; forced him to clean house
3.3.2.2. Executive Director died!
3.3.2.3. 2 provincial associations threatening to leave
3.3.3. Board members realized they didn't have time to do what's needed.
3.3.3.1. Event registrations
3.3.4. Board realized the challenge of understanding all GST/ HST filing requirements across Canada
4. General business positioning
4.1. What I am offering/ could offer
4.1.1. Current offerings
4.1.1.1. 90 day turnabout
4.1.1.1.1. Inconclusive need from small staff boards
4.1.1.2. Books
4.1.1.2.1. Speaking not valued as much a possible quick chat to the board or facilitation service
4.1.1.2.2. Highest of possible interest from small staffed boards
4.1.1.3. General AMC outsourcing
4.1.1.4. SNBD membership
4.1.1.4.1. Viewed as most likely to be taken up by the more experienced and engaged board members
4.1.1.5. Event planning
4.1.1.5.1. Most applicable to small staff/ virtual EDs
4.1.1.6. Order of preference by audiences
4.1.1.6.1. All volunteer/ AMC boards
4.1.2. Possible offerings
4.1.2.1. 2X: Cost effective/ sensitive training for new (maybe existing) board members
4.1.2.1.1. Strategic planning ok BUT this only comes up when its a problem!
4.1.2.1.2. "Here's how a meeting should run"
4.1.2.1.3. "Here's what's expected of you as aboard member".
4.1.2.1.4. Something that lines up with a week of consecutive live trainings and finishing up with a perfect webinar to pitch a service?
4.1.2.1.5. "How to engage a board to get them to do things"
4.1.2.2. Social media support
4.1.2.3. Marketing
4.1.2.4. Membership growth
4.1.2.5. Advocacy help
4.1.2.5.1. Show how to get in with government
4.2. Experience vs. tasks
4.2.1. Experience
4.2.1.1. Policy work
4.2.1.2. Business development?
4.2.1.3. Administrative/ membership experience to manage and assist the work of the board.
4.2.2. Tasks
4.2.2.1. Bookkeeping/ finance
4.2.2.2. Minutes
4.2.2.3. Websites
4.2.2.4. Social media
4.2.2.5. Business management without a long learning curve
4.2.2.6. Short term tasks
4.3. Push Association experience?
4.3.1. Value seen on how to serve members
4.4. Choose a specific Industry/ profession experience?
4.5. Marketing Factors to change!!
4.5.1. Comments on the OED's positioning
4.5.1.1. 90 day turnabout not clear if applicable to EDs
4.5.1.1.1. "Faster and better" not necessary
4.5.1.2. 90 days...too long!
4.5.1.3. SNBD value proposition for EDs not clear until 50% in
4.5.1.4. Add testimonials into videos
4.5.1.5. Change the name of the governance book!!
4.5.1.6. More positive messaging needed
4.5.1.6.1. 2X: "Turnabout" implies the service is only useful in a crisis!
4.5.1.6.2. 2X: Possible suggestion: "Taking the board to its next level"
4.5.1.7. Messaging needs to show a % of growth in membership
4.5.1.8. Other than "Get 'R Done" all other book titles are vague as to what they're about
4.5.1.9. OED operates in a crowded space
4.5.1.9.1. some operate in event planning, others admin
4.5.1.9.2. Need to communicate clearly on my value proposition vs. competitors
4.5.1.10. Need to show who I'm plugged in with in within an industry or sector
4.5.2. What the completion does!
4.5.2.1. Zzeem mapped out how the onboarding of an AMC works out for an association
4.5.2.2. RFP forms on their website
4.5.2.3. Strauss does occasional blogging
4.5.2.4. Undertake business model canvass
4.5.3. Solo ED vs. AMC?
4.5.3.1. Less an issue for most but POINT PERSON must be clearly ideantified
4.5.3.2. Teams come in pitching often more expensive than a solo!
4.5.3.2.1. Need to market the affordability
4.5.3.3. Biggest thing to present is ROI, not Solo vs. ED
5. What's outsourced
5.1. 4X: Bookkeeping
5.2. 3X:Event planning
5.2.1. 2X: Venue sourcing
5.2.2. Exhibit management
5.3. Communications and marketing
5.3.1. Social media
5.3.2. Graphic design
5.3.3. Newsletter
5.4. Adhoc admin
5.4.1. Data input
5.4.2. committee and minutes support
5.5. Strategic planning
5.6. What COULD be considered
5.6.1. "Anything that's technical is outsourced". "Anything that is knowledge-based isn't".
5.6.1.1. Specialized policy work
5.6.1.2. Knowledge based takes too long to onboard
5.6.2. Long term plans
5.6.3. Social media...maybe!!!
5.6.4. Event/ conference planning
5.6.5. Interim ED management when an ED leaves
5.6.5.1. backed up by an industry consultant to cover specific knowledge
5.6.6. Executive Director services/ more leadership in business development
5.6.7. Lumpy blocks of work don't bode well for a regular employee
5.6.7.1. Outsourcing ED services considered here
5.7. Punted over vs. looked at personally
5.7.1. To the Board
5.7.1.1. Strategy
5.7.2. To the ED
5.7.2.1. Event planning
5.7.2.2. Membership
5.7.2.3. Finances
6. Marketing direction
6.1. Critical thing in filtering & messaging is to consider not what people want but what they DON'T want
6.1.1. Emotional Factors to consider
6.1.1.1. Degree of excitement for a concept
6.1.1.1.1. Definition of success in their role
6.1.1.1.2. What the change to an AMC meant/ What addressing challenges would mean
6.1.1.1.3. Ideas presented to participants
6.1.1.2. Things to improve in their association/ things that discourage
6.1.1.2.1. Fears/ "What keeps you up at night?"/ Unacceptable failure
6.1.1.2.2. Volunteer time needs to be better maximized
6.1.1.2.3. Wish less time was really needed
6.1.1.2.4. Have all board participate
6.1.1.2.5. Need someone who's time is committed to the association's administration & success
6.1.1.2.6. Lack of progress in advocacy
6.1.2. Overall marketing strategy and approach
6.1.2.1. Need to approach the ED and the Board but ED takes the lead
6.1.2.1.1. Operational = ED
6.1.2.1.2. Strategy and governances = Board
6.1.2.2. There needs to be a change sponsor
6.1.2.2.1. How do I identify them??
6.1.2.3. Word of mouth recommendations help/ very important
6.1.2.4. Need to take inventory of what's offered, then direct services to either ED or Board
6.1.3. Possible marketing
6.1.3.1. Ideas and proposals
6.1.3.1.1. Off the wall ideas of my own
6.1.3.1.2. Ideas presented by participants
6.1.3.2. How audiences become aware of consultants/ AMCs
6.1.3.2.1. "How would you like to be helped to convince colleagues?"
6.1.3.2.2. Networks/ word of mouth
6.1.3.2.3. Attending/ holding conferences
6.1.3.2.4. Googled "AMC's" and got in touch with CSAE
6.1.4. Messaging
6.1.4.1. Why not just hire an "Executive Director again?":
6.1.4.1.1. Finding a "Superman" is like pulling hen's teeth.
6.1.4.1.2. A team or AMC offers more back office support
6.1.4.1.3. "When you hire an ED, you have to tell them what to do and how to do things""
6.1.4.1.4. For a number of boards, it's less an issue of either or but RATHER who will be the point person
6.1.4.2. To make the change to an AMC, it came down to recognizing the board's fiduciary responsibilities
6.1.4.2.1. Cut auditing fees!
6.1.4.3. AMCs cost less than hiring
6.1.4.3.1. "Here's how we paid for AMC services; Here's what it got back for us"
6.1.4.4. Boards that work with AMCs value the day to day operations taken care of
6.1.4.4.1. Business management "w/o a long learning curve"
6.1.4.4.2. Often Boards are too focused on just doing things and not enough on strategy
6.1.4.4.3. The confidence of no longer having to think about (revenue/ memberships, governance, strategy, event planning) about the details
6.1.4.5. Challenges to issue to board members
6.1.4.5.1. Countering of putting things off: "We only have #____ of meetings this year. When will something be dealt with?"
6.1.4.5.2. "over-technologized"? There's a lot to understand manage an association!
6.1.4.5.3. Can you commit to members on what you promised? HOW?
6.1.4.5.4. "Are you a national association but just regionally focused?"
6.1.4.5.5. Some board directors appreciate being able to go off script from time to time and ADVOCATE FOR POSITIONS
6.1.4.5.6. Boards need to approach succession planning from a disaster recovery perspective
6.1.4.5.7. Where are you on your mission?
6.1.4.5.8. Have you done an audit of what occupies the ED's time??
6.1.4.5.9. Are you fully aware of EVERYTHING that goes into running an association?
6.1.4.5.10. Industry vs. association experience?
6.1.4.6. Messages from my most ideal audience of board members "who get" AMCs (supporting my cause) on how to convince another board to make the AMC change
6.1.4.6.1. "What I do is similar to hiring a Project Manager for a term"
6.1.4.6.2. AMC's provide reminders to keep people on track, especially with sub committees
6.1.4.6.3. Where are we on our mission?
6.1.4.6.4. Ask questions: "What if...:?"
6.1.4.6.5. People don't realize how involved things are!
6.1.4.7. Messaging ideas to EDs
6.1.4.7.1. EDs: Working 40 hrs/ week; still not getting everything done
6.1.4.7.2. Completing and freeing up the ED: Here's how
6.1.4.7.3. How much is doing everything yourself really costing you?
6.1.4.7.4. Is it too hard for you to get your board chair to a two day CSAE event?
6.1.4.7.5. Let senior staff focus on policy and presence at committees
6.1.4.7.6. Have you done an audit of what occupies your time?
7. Trends
7.1. Consolidation of events = more work and more complicated work
7.2. Boards think they know everything already!
7.2.1. "God complex"
7.3. Several stated being stuck in the status quo
7.4. Smaller AMC associations are recognizing the need for an Executive Director to grow
7.4.1. To grow and make a difference, small associations need someone to be the "ears of the association"
7.4.2. ED provides exposure and expertise to grow the association
7.4.3. Many confronted by "chicken and egg" of money 1st or ED to get money and as such, stay with status quo
7.4.4. ED can't handle the back office and grow association at the same time
7.5. Associations can no longer rely just on membership revenues
7.6. More and more associations are going virtual
7.6.1. Many associations seeing downsizing of staff
7.6.2. staff meeting in person every 2 weeks
7.7. 2X: Succession planning is an after thought
7.7.1. More, however, recognizing the importance once the subject brought up with them
7.7.2. Only taken up on ED departure
7.8. 2X: Outsourcing of marketing and social media
7.9. Lots of turmoil in staffing the ED role
7.9.1. 2X: ED left after one year or just needed to replace the ED in the last 2 years and now reviewing the job description
7.10. Larger associations are trying to offer AMC-like services to provincial and other specialty associations that are smaller
7.11. Big concern on the difficulty to on ramp a contractor
7.11.1. Most successful contractors come from the industry/ profession sector
7.11.2. another person means someone else to supervise
7.12. No established performance management for Executive Directors
7.13. More and more competition amongst associations
7.13.1. 2X: Association mergers