Getting Started

Creating Your Association Team: Working Smarter

By: M. Suzanne C. Berry, MBA, CAE

       Executive Vice President at Association Resources, Inc.

Looking to your trusty Webster’s Dictionary for the definition of “outsourcing”, a term that has become more and more common? You won’t find the word there. But you will find “source”, defined as a point of origin or procurement; one that initiates.; and one that supplies information. The word “out” used as a prefix to indicate going beyond, surpassing, or excelling. Associations that consider “outsourcing” are looking beyond their core capabilities to a better and smarter way of getting work done. Even with is no precise definition, synonyms for “outsourcing” do an excellent job of describing the process of outsourcing: outsmarting, out-thinking, outstanding, and outward.

Why the Need?

Pick up just about any publication and you are bound to find an article or two about partnering, developing teams, or launching strategic alliances. Whatever method is used, the bottom line is adding talent to your organization. Through innovative, strategically-grounded outside relationships, organizations are aggressively reshaping themselves and fundamentally changing the way they do business. Unprecedented levels of excellence and profitability have resulted from these efforts. The bottom line is that outsourcing has become one of today’s most powerful, organization-shaping management tools.

One common theme is evident--the emphasis that an association, like a company, must take a critical look at its in-house raw materials: time, resources, and expertise. Why? Because associations are beginning to measure success by outcomes and not by headcount. Associations are looking to do more without adding to permanent staff.

To Wire Or Not To Wire?

Membership expectations are higher than ever and increasing at a fast pace. Products and services are being rolled out all the time by associations based on membership assessments. Associations are diversifying their income streams as members balk at dues increases. At the same time, the pace of technological advances and opportunities is growing at an alarming rate--too fast for most associations and businesses to keep up with. As associations engage in strategic planning and undergo infrastructure reviews, they have realized that they can no longer try to be all things to all members--at least not without stretching their already thin resources thinner. They instead focus what they do best and then “partner” on the other vital services and products.

Associations serve members with different expectations; and through it all, they must maintain the confidence of their volunteers, officers, board of directors, members, and in some cases the general public. If the association can’t meet membership expectations, the member will go elsewhere. Specialty associations are being formed all the time. To be successful and effective, associations have to decide when to “do it yourself” and when to use a “hired hand”.

To put this concept in personal terms, consider the scenario: you are a busy professional and your house needs to be rewired. What do you do? Do you do it yourself because you have changed a switch or two in your “electrical career”? Do you take a course and learn everything about rewiring for a job that you will only have to undertake once (hopefully), Or do you bring in an electrician who has been trained and does rewiring all the time?

Chances are the job will be done more quickly and more efficiently by the electrician. In the long run, outsourcing may well be more cost effective. Why is this scenario any different for you as you manage your association’s operations? Look, for example, at the way you handle : a journal, newsletter, meetings, board development, and strategic planning. You need to look at how all association functions are handled and analyze the core capabilities of your staff and infrastructure. All activities should be up for a critical review that would include a cost/benefit analysis with a focus on revenue generation. This is a continuous process, not a single event undertaken during a fiscal crisis.

Outsourcing is not to be confused with hiring a series of consultants to replace full-time staff members. Outsourcing is not intended to cut personnel costs. Instead these resources augment your staff and add “bench strength. Some projects or tasks tailored for outsourcing might include for example:

• The association has a new product and needs expertise to design the marketing and administrative procedures
• The association has an old service or product that is still meeting members needs, but needs to be revitalized or repackaged
• The association has a big meeting requiring a large effort beyond the current capabilities and time of existing staff
• The association has a one-time project or activity and needs special expertise to get it designed and implemented

Have It Your Way

Associations long have looked to outside suppliers in specialized areas as legal, accounting services, and printing services and the list of services to outsource is expanding into all sorts of functional areas. There is, for example, meeting and exhibition planning; public relations; .organizational planning; communications (writing, editing design work, and publishing); financial management and accounting; membership recordkeeping and data analysis; and certification programs.

Where do associations go to for resource assistance? Selecting an association management companies would be one way to proceed. (AMCs), because of their very nature, must be on the leading edge of technology and efficiency. Serving several or many associations places AMCs in the unique position of having both the infrastructure and the knowledge of associations to handle any task. AMCs have the expertise to know how to get a job done---they have more than likely done it in many variations to serve many different clients and audiences. It would be difficult to find many consultants or vendors with this kind of expertise. The learning curve is less with an AMC who already has the experience in handling all aspects of association management. The benefit to you--AMC will get up to speed quickly. Time is precious.

AMCs should not be considered competition. AMCs are looking to build the servicing and consulting side of their businesses. Building a strong and solid relationship means everything to an AMC. Consulting is a means for AMCs to diversify their business and, in some cases, ensure the full productivity of staff at all times.

Working It Out

AMCs are experts when it comes to working out the specifics their annual “Program of Work” documents with their clients. Deliverables and expectations are clearly spelled out. Outsourcing arrangement are no different. Clarify the assignment with expected outcomes, results, time frames, and budget. Next, develop the plan and assign. Schedule progress reviews. Once the project is completed, schedule an evaluative stage. This pays dividends to both parties and paves the way for future projects. AMC’s are excellent planners and executors and have experience in getting many jobs done, in many different ways for many different clients.

Back to the house...do you really still want to rewire or are you going to get someone who has the expertise? Call an AMC--a good choice for your outsourcing requirements.

Ready for the next step?

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