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©Association Management + Marketing ResourcesAll Rights Reserved email@example.com / www.ammr.com A Future Governance and Management Trend Model and its impact on Governance, Marketing and Communications (2015+) The Market Accountability Model--The Future Association Business Model Paradigm* Planning based on alternative future integration to plan for contingency operations Increasing reliance of I/T in marketing and communications operations Flexible governance institutions, which can make market- based decisions quickly and efficiently. Less volunteer involvement but more volunteer oversight in staff operationsfewer volunteers available for service Working committees and task forces with specific, measurable charges Increased surveillance of financial and administrative operations at the tree top level Outsourced operations replacing 50% or more of operating departments dependent on mission Elimination or reduction of tax status incentives by the Federal and State governments (trade shows/education, etc.) Elimination of nonprofit status moving towards corporate status More traditional corporate benefits for association staff * The future governance and structural model of associations will be a combination of traditional association and corporate models with significant changes in fiduciary and reporting responsibilities. Associations will amend or reinvent their models based on the best way to maximize Government regulatory requirements (IRS, FCC, etc.). They will market and communicate using mass-customized principles and techniques. Marketing and communications strategy will dictate how nonprofits reorganize to take advantage of their future environment. Impacts of This Model on Marketing and Communications Significant increase in revenue needed to offset new taxes on educational, tradeshow and other currently nontaxable revenue will put more pressure on the marketing and communications department May result in higher salaries and incentives for association staff Will create more bottom-line oriented organizations focused on the exchange of services and products as the value proposition. Less pro bono activity focused on members and more fee for service programs and services. Dramatic changes in dues structures, which will be value-balanced to the products and services individual members or member companies need.
©Association Management + Marketing ResourcesAll Rights Reserved firstname.lastname@example.org / www.ammr.com Combination Benchmark Governance Model for Boards, Committees and Staff (2015+) * Smaller, leaner board--more detailed liaison responsibilities and supervision of committees and other governance units ** Smaller, leaner committees & TFs with specific job descriptions and timelines for deliverables ***Manages volunteers selected from an association wide pool maintained by skill and geographic area (in the governance I/T application) to serve on TFs & Ad Hocs depending on skills needed for the assignment ****Put together on a cross-functional basis depending on the subject matter / function / area of expertise (1) Staff liaison with appropriate TFs and Ad Hocshowever, more of the burden is placed on staff functions in the marketing and communications areas as volunteer time commitments decrease Chief Staff Exec Integrated Staff Liaison (1) Executive Committee
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