M3AAWG – Foundation for Growth

Challenge

The Messaging Malware Mobile Anti-Abuse Working Group (M3AAWG) had a very uncertain future when it held its first official meeting in May 2004 in Washington, D.C.  At that first meeting were the five founding members and a number of invited guests from email service providers and their network carriers.

The founding board retained Jerry Upton as their executive director, an experienced industry executive with enough association experience to know that he needed a solid operations and headquarters base to have any chance of growing the organization.

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Board Training

Is peak performance important? Can training and ongoing assessments of performance make a difference in outcomes? Absolutely yes to both questions. Board training does make a difference. It’s almost absurd to even ask these questions, yet one study found that more than half of board members in a national survey stated that their respective organizations did not effectively prepare them for board service.[1]

The above referenced study is both useful and interesting. It’s useful because it provides evidence about how board members experience their time and contributions serving on nonprofit boards of directors. It’s interesting because it largely confirms what most experienced executive directors know from practice. The simple truth is that every nonprofit board can have the onboarding and training they need to improve their contributions and their satisfaction serving in these important roles.

[1]     Association and Nonprofit Boards:  Maximizing Effective Service; © 2017 Heidrick & Struggles:  Project team:  Julian Ha, Bill Hudson, and David K. Rehr

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ABVLM Switched to L&M to Grow

Challenge

The American Board of Venous & Lymphatic Medicine (ABVLM), previously known as The American Board of Phlebology, was founded in 2007 and experienced a few years of good growth for a new medical board.  However, in 2011 when the board of directors assessed their then-current management and operations solution against the growth challenges they faced to mature the organization, they knew they needed to make a change.

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Are Priorities an Issue for Your Board?

If you are experiencing low board engagement, even in a small subset of board members, it’s more often that board commitment is not a high enough priority for success.

There are a variety of steps you, as the executive director, can take to address the matter of making board member commitment the right priority for success.  Of course, what specific steps to take depends on a number of cultural factors.  This post does not attempt to address culture and the myriad contextual factors that may exist in a specific organization or situation.  But there are some general approaches that have proven useful to me.

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COVID-19 Infection Rates in SF Bay Area Counties

Updated November 29  2020 – As of November 24th the total number of positive tests for COVID-19 in the 6 Bay Area counties reached 120,174. The 6-County daily rate of change was 0.83% (It’s been between 3.29% and .21% since July 14 – the results of the past week doubled over the previous week – for the 3rd week in a row!. We began a new spike in the last week of October!  This rate for the more than 6.6M population of the 6-county area is 1.80%; this is among the lowest for metropolitan infection rates in the country. We’re still in the rainstorm and cannot put away our umbrellas without severe consequences!

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AMC-Client Relationship is Not a Partnership

I recently attended the annual meeting of the AMC Institute in Long Beach, CA.  For a west coast venue, there was good turn out and Long Beach Convention and Visitors’ Bureau rolled out the red carpet.

There was a program this year that resurrected an old topic:  “Trusted Development as a Client Partnership Strategy” presented by Michael Reed of Bloch and Reed (Association Advisors).  Bloch and Reed is not an AMC, so in defining their role with clients as a “trusted partner”, I have no issue.  I continue to have an issue defining the AMC-Client relationship as a “partnership” for the same reasons I did back in April 2009 when I first posted on this topic.  (“AMCs More Like Agents Than Partners”)

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The Value of Selecting an Outsider as Chief Staff Executive

L&M concludes a highly successful six-year engagement providing executive management to the California Association of Flower Growers & Shippers (CalFlowers).  It’s been an honor and privilege to serve the CalFlowers board of directors and membership.  We are grateful for the new friends we made and to have learned about the fascinating cut flower industry.

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L&M Achieves AMC Institute Accreditation for 15th Year

SAN FRANCISCOFeb. 20, 2019PRLog — LoBue and Majdalany Association Management (L&M) has been awarded its fifth accreditation by the AMC Institute, the global trade association representing the Association Management industry.

Only 81 of more than 500 Association Management Companies (AMCs) worldwide have achieved AMC Institute Accreditation, demonstrating the commitment and ability to deliver the highest level of professional management services to associations and not-for-profit organization (NPO) clients. These AMCs are the recognized choice of associations and NPOs.

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Future Proofing Your Board

A timeline is a common tool used to orient boards of directors to their unique responsibilities.

When we conduct board orientations, we characterize the organization’s next 12 months as belonging to the chief staff officer, also known as the executive director.  Once the board has approved a plan, priorities, and a budget, it is up to the chief staff officer and his or her staff to execute it.

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AMC Management Model Has Advantages over Non-AMC Models

The results are in: The AMC management model generated more consistent operating surpluses and grew reserves to a greater extent between 2006 and 2015 than did the non-AMC model (i.e., directly employed staff and full financial responsibility for occupancy and capital costs).
Read the full report here.

For those familiar with the AMC model, this is not a big surprise. What is newsworthy about the results is that we have credible evidence that demonstrates the advantages of the AMC model for associations. These results add to previous studies conducted in the past decade showing that the AMC model is both the less expensive alternative to hiring staff directly and shouldering all operational costs, including capital purchases, and also the more productive association management model.

In short, the non-AMC model is overpriced and under-performing.

These latest results lead to an interesting set of questions: Why does the AMC model outperform the non-AMC-model? What’s the AMC model’s ‘secret-sauce”?

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