Does Board Training Really Matter?

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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COVID-19 Infection Rates in SF Bay Area Counties

Updated November 21  2020 – As of November 18th the total number of positive tests for COVID-19 in the 6 Bay Area counties reached 112,070. The 6-County daily rate of change was 0.75% (It’s been between 3.29% and .21% since July 14 – the results of the past week doubled over the previous week – again!. 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 1.68%; 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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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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