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pace WINTER 2016 13 Features 13 16 16 18 04 06 18 22 PACE EDITOR Leverage Reserves to be the Uberization of Your Industry Listen to the Board Departments Cover Story pg 13 Welcome to our digital PACE Magazine Our cover story covers all the details you need to register for the MASAE Annual Conference Exhibition 22 Most Common Non Profit Bylaw Pitfalls 21 21 President s Perspective Meet Your 2016 MASAE Officers Board Association Disrupt Symposium Education Calendar New Members Lisa Trofe CAE Association Headquarters Inc Published for Mid Atlantic Society of Association Executives 170 Kinnelon Road Suite 33 Kinnelon NJ 07405 p 973 283 4347 f 973 838 7124 www midatlantic sae org SALES MANAGER Patricia S Koziol LAYOUT DESIGN Kinnelon Graphics To submit editorial or request information email info midatlantic sae org or call 973 283 4347 For information regarding advertising please contact Pat Koziol at 973 283 4347 or info midatlantic sae org Please note Editorial and contents of this magazine reflect the records of the Mid Atlantic Society of Association Executives MASAE has done their best to provide useful and accurate information but please take into account that some information does change Peak Management Solutions for Associations publishers and MASAE take no responsibility for the accuracy of the information printed inadvertent omissions printing errors nor do they endorse products and services We take no responsibility regarding representations or warranties concerning the content of advertisements of products services for a particular use including all information graphics copyrighted materials and assertions included in the advertisements The reader is advised to independently check all information before basing decisions on such information pace WINTER 2016 3

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Perspective President s Perspective Amy Williams CAE MPA MASAE President My first president s message I m very excited to be your president for 2016 and am looking forward to a great year ahead working with the amazing board and committee volunteers Our goals are simple and are probably very similar to the goals many of you have for your own organizations We want to deliver high quality and relevant educational programs that deliver real value on a local level We want to grow the membership One of our most valuable member benefits is the opportunity to meet industry colleagues that benefit grows as we grow our membership We want to increase the engagement of our members We are a stronger and more valuable organization if more members are actively involved To accomplish the goal of delivering high quality and relevant educational program we ve created a new one day symposium in addition to continuing our one day Mid Year Conference and the MASAE Annual Meeting Our Association Disrupt Symposium will provide real world examples of how technology partners and associations are moving beyond the status quo and developing solutions that add value to members increase efficiency and deliver new and exciting programs for their industry The event is being held March 30 at the New Jersey Law Center in New Brunswick The Mid Year Conference returns to the Inn at Penn in Philadelphia on June 8 and will focus on the Next Generation Association Executive The Annual Meeting is being held December 14 15 at Tropicana in Atlantic City I hope to see you all at these great events The board and staff is working hard to realize our membership growth goal but we need your help At a board level we have 4 pace WINTER 2016 BOARD OF DIRECTORS President Amy Williams CAE MPA Association Headquarters Inc awilliams ahint com Vice President President Elect Todd Von Deak CAE MBA TVD Associates todd toddvondeak com Immediate Past President Timothy Bower CAE Bower Management Services LLC tbower bowermanagementservices com DIRECTORS Ethan Gray CAE Society of Hospital Medicine egray hospitalmedicine org James Marota Caesars Entertainment jmarota caesars com Nichole Murton CAE The Institutes murton theinstitutes org Melissa Peticolas Vista Convention Services mpeticolas vistaac com Gene Terry CAE Association Headquarters gterry ahredchair com Rachel Warnick CAE IEEE rowarnick gmail com

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Perspective EXECUTIVE COMMITTEE Secretary Kyle Fernley Fernley Fernley Inc kfernley fernley com Treasurer Joseph Sapp CAE Talley Management Group jsapp talley com Executive Director Patricia S Koziol MBA Peak Management Solutions for Associations pat koziol midatlantic sae org COMMITTEE TASK FORCE CHAIRS Awards Scholarships Sheri Acconzo Conference Joe Sapp Bob Waller Education Nichole Murton Golf Jim Marota Membership Ethan Gray Nominations Tim Bower Finance Investment Joe Sapp Associate Member Task Force James Marota Melissa Peticolas Communications Don Pendley identified and outreached to potential members gathered through ASAE member lists and other sources We are offering discounts and incentives to attract potential members to our events We have also met with several of the large associations in our region to encourage their involvement in MASAE But as we all know both through association research and our own experiences the main reason people join an association is because they were asked to by someone they know and trust So if you know someone that is not a member of MASAE yet please invite them to join Our final goal is to increase member engagement An engaged member will find more value in the association will encourage others to get involved and is more likely to remain a member An engaged member will find more value in the association will encourage others to get involved and is more likely to remain a member The board is tackling new member engagement this year by personally reaching out to each of our new members and encouraging them to participate in our events and get involved We want any member that wants to get involved to have the opportunity to do so There are numerous committees any of which would welcome your involvement If you want to get involved please contact the MASAE office or send me an email awilliams ahredchair com P Best regards Amy Williams CAE 2016 MASAE President PACE Lisa Trofe Sponsorship Ton Von Deak Technology Rachel Warnick pace WINTER 2016 5

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2016 MASAE Board Meet Your 2016 MASAE Officers Board Amy Williams CAE MPA President Amy Williams has been Senior Account Executive at Association Headquarters since 2004 She has served as Chief Sta Executive for several clients and is now Chief Sta Executive for one of AH s newest clients the Society for Information Management Amy is also the Chief Relationship O cer for AAAR and CBA Amy has managed nonpro t organizations for more than 17 years She is a Certi ed Association Executive has a Master s of Public Administration and is a graduate of the U S Chamber s Institute for Organization Management Amy s volunteer positions have included Conference Committee Chair for MASAE in 2012 and 2013 Amy can be reached at awilliams ahredchair com Todd Von Deak MBA CAE Vice President President Elect Todd is founder of TVD Associates a membership and association management consulting rm in Philadelphia Prior to opening his own shop Todd was the Vice President of Operations General Manager for the Society of Hospital Medicine SHM Von Deak is a member of the American Society of Association Executives ASAE where he serves on the CAE National Action Team Sub Group and the Mid Atlantic Association of Society Executives MASAE A member of the adjunct faculty at Drexel University s LeBow College of Business Todd is also a member of a number of advisory boards including LeBow s Career Services and Center for Corporate Reputation Management as well as the Society Advisory Board of Wiley Blackwell Todd earned his BA in Political Science from American University in Washington DC and his MBA as well as a Six Sigma Green Belt Certi cation in 2007 alongside his wife from Drexel University in Philadelphia PA In 2009 he also earned the Certi ed Association Executive credential from the American Society of Association Executives the highest recognition in the industry and earned by less than 5 of association professionals Todd can be reached at Todd toddvondeak com 6 pace WINTER 2016

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2016 MASAE Board Joseph Sapp CAE Treasurer Joe Sapp of Talley Management Group oversees project management and operations for the American Institute of Constructors Constructor Certi cation Commission Joe s broad range of experience includes the management of various social networks and website systems He is also a super user of online cloud tools such as Google Apps MailChimp DropBox WebEx and GoToMeeting GoToWebinar Joe has overseen multiple website implementations and has a proven track record of end user success when dealing with technology Previously Joe oversaw much of the International Game Developer Association s day to day administrative operations in support of a membership base of 12 000 and 140 000 registered website users He has also worked closely with board leadership in support of over 80 regional chapters and Special Interest Groups Joe can be reached at jsapp talley com Kyle Fernley Secretary Kyle is Administrative Director for Fernley Fernley and leads a team as executive director for several of Fernley s clients He is a graduate of the ASAE Leadership Academy and the ASAE Business of Meeting Certi cate Program Kyle is involved in a number of civic and community activities including Big Brothers Big Sisters of America Greater Philadelphia Cares and the Childhood Friends of the Children s Hospital of Pennsylvania Kyle can be reached at kfernley fernley com Timothy Bower CAE Immediate Past President of the MASAE Board Tim is President of Bower Management Services LLC and has more than 14 years of experience in non pro t management Tim is well versed in the key areas of marketing strategic planning executive management membership development and retention strategies and facilitating targeted appeals for corporate sponsorship In addition Tim has an extensive background in conference and exhibit management Tim was a Board Member and Program Committee Member of the Delaware Valley Society of Association Executives DVSAE and is an active member of the American Society of Association Executives ASAE Tim has achieved the designation of Certi ed Association Executive CAE through ASAE He can be reached attbower bowermanagementservices com Ethan Gray CAE Director Ethan is the Vice President of Membership and Marketing for the Society of Hospital Medicine He joined the Society of Hospital Medicine in April 2012 as Senior Manager of Membership He has since transitioned to oversee all membership and marketing functions Prior to joining SHM Ethan spent 5 years in an Association Management setting working primarily with professional medical societies serving a variety of practitioners Ethan has also worked in development fundraising capacities for stand alone organizations He earned a BA in Economics from Syracuse University He is an active member of ASAE the American Society of Association Executives and earned his Certi ed Association Executive CAE credential in December 2012 Ethan can be reached at egray hospitalmedicine org pace WINTER 2016 7

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2016 MASAE Board James Marota Director Jim Marota is the Associate Director of Sales Property East at Caesars Entertainment Corporation in Atlantic City He is currently serving his second year on the MASAE Board of Directors and co chairs the Associate Member Task Force Jim was previously an account executive for the Atlantic City Convention Visitors Bureau He is a graduate of the Richard Stockton College of New Jersey Jim can be reached at jmarota harrahs com Nichole Murton MBA IOM CAE AINS Director Nichole is the Director of Member Knowledge at The Institutes in Malvern PA Previously she was a Membership Specialist at The Project Management Institute In her capacity Nichole oversees CPCU News the Society s knowledge strategy and educational programming Nichole is serving her second year on the MASAE Board and is the current chair of the Education Committee She holds an MBA with a concentration in human resources from the University of Phoenix and a bachelor s degree in psychology from Temple University She is a member of the American Society of Association Executives and the Mid Atlantic Society of Association Executives Nichole can be reached at murton theinstitutes org Melissa Peticolas Director Melissa has worked as an Account Executive at Vista Convention Services Atlantic City market for six years She started her career in Atlantic City as a Special Events Intern at Trump Plaza and spent over six years at Marriott Vacation Club International MVCI focusing on event and trade show marketing in the Northeast She is a graduate of The College of New Jersey Melissa is serving her second year on the MASAE Board and co chairs the Associate Member Task Force She can reached at mpeticolas vistacs com Gene Terry CAE Director Gene is the Executive Director of the American Society of Hand Therapists with Association Headquarters Inc He was previously with Talley Management Group Inc Gene is involved with the American Cancer Society and March of Dimes in Philadelphia He is a graduate of Rowan University Gene can be reached at gterry ahredchair com Rachel Warnick CAE Director Rachel is the Manager of the Educational Activities Board at IEEE in Piscataway New Jersey Previously she was the Society Administrator at IEEE Robotics and Automation Society and the Director of Events Sponsorship at Count Basie Theatre Foundation She is a graduate of West Virginia University Rachel is serving her rst term on the MASAE Board and was named to chair the new Technology Committee Rachel can be reached at r o warnick ieee org 8 pace WINTER 2016

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Annual Conference MASAE S 6TH ANNUAL CONFERENCE EXHIBITION Held at New Harrah s Waterfront Conference Center The 6th edition of MASAE s Annual Conference and Exhibition was held at the beautiful new Harrah s Waterfront Conference Center in Atlantic City NJ on December 2 and 3 2015 MASAE was one of the first organizations to utilize the newly opened facility and the results were outstanding The 100 000 square foot conference center is the largest convention center hotel complex between Baltimore and Boston MASAE thanks our hotel partner Harrah s and Caesars Entertainment for hosting our conference in 2015 and providing a venue that was spacious state of the art and enjoyable said Tim Bower Bower Management Services 2015 MASAE President Our member reception at The Pool hosted by Harrah s was fabulous and allowed attendees to network with their colleagues in grand style The conference theme was REACHING YOUR PEAK THROUGH CREATIVITY COLLABORATION and the conference program included two essential keynote presentations nine breakout sessions and an exhibit floor packed with resources The MASAE Annual Conference is a yearly opportunity for association executives to review and refresh their skills through the collaborative workshops keynote presentations and social networking events Keynotes were presented by Scott Addis whose new book Summit Reach Your Peak and Elevate Your Members Experience explored how attendees could nurture their creativity and build long standing relationships The closing keynote was delivered by Evan Marcus on The Wisdom of We which led participants on developing a working environment that embraces collaboration We wanted to provide a selection of workshop sessions that met a variety of member interests and stages in their association careers stated Bob Waller Association Headquarters chair of the 2015 Conference Committee Content was presented for senior and new association executives to select and also earn CAE credits MASAE thanks our conference and annual sponsors Meet AC Inc Harrah s Your Membership com Philadelphia CVB TVD Associates Vista Convention Services Brown Dog Marketing Hermitage Press The Mercadien Group Resorts Casino Hotel Conexsys International Encore Tropicana Resorts Mid Atlantic Events Magazine and NJ PA Meetings Events Magazine Our thanks as well to the conference Team of Bob Waller Amy Williams Theresa Barrett Liz Dougherty Jim Marota Joan Mooney Bernie Sefcik Joe Sapp Don Pendley and Kyle Fernley for their great efforts in organizing the conference MASAE MEMBERSHIP MEETING RECOGNIZES LEADERS 10 pace WINTER 2016 On Wednesday December 2 MASAE President Tim Bower presented the State of MASAE report to the members prior to the kick off of the Annual Conference Mr Bower presented the 2016 MASAE Office and Board Slate which included

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Annual Conference President Amy Williams CAE MPA Association Headquarters Inc Vice President President Elect Todd Von Deak CAE MBA TVD Associates Treasurer Joseph Sapp CAE Talley Management Group Secretary Kyle Fernley Fernley Fernley Directors Ethan Gray CAE Society of Hospital Medicine James Marota Caesars Entertainment Group Nichole Murton The Institutes Melissa Peticolas Vista Convention Services Gene Terry CAE Association Headquarters Inc Rachel Warnick CAE IEEE Tim Bower CAE Bower Management Services LLC Immediate Past President These directors were elected by a voice vote of the MASAE membership during the annual meeting MASAE s Positive Impact Award for 2016 was presented to Donald Pendley executive director of the New Jersey Hospice Palliative Care Organization for its Hospice Veterans Partnership The partnership is a national cooperative undertaken between hospice and the Veterans Administration and Don Pendley and the their vision is that all New Hospice Veterans Jersey veterans should have Partnership received the 2015 Positive quality hospice and palliative Impact Award care at the time and place of need The Hospice Veterans Partnership engaged the Veterans Administration to help with access to experts on veterans issues persuaded hospices to make this work a priority within the hospice agencies and promulgated a military checklist for hospices to use to assess veteran related patient issues As of today 73 New Jersey entities are engaged in the hospice veteran partnership including funeral homes nursing homes and hospices stated Pendley Exactly three fourths of the 2015 MASAE President Tim Bower is presented with his President s state s 60 hospices Gavel Plaque by 2016 President are engaged in the Amy Williams HVP s we honor veterans project with five achieving the top level 4 honors for community outreach one of the highest proportions in the U S Mr Bower also recognized Suzanne Pine as the 2015 Distinguished Service Award winner during the meeting The Distinguished Service Award is presented to an active member of MASAE who has served as a volunteer leader works in a professional positive and enthusiastic manner and puts his or her own agenda aside to work for the benefit of association members Sue Pine clearly meets all of the award s criteria said Mr Bower Sue Pine is named the 2015 Distinguished Service Award Recipient Sue Pine has worked in the association management profession for more than 35 years She is well known throughout the ASAE AMC Institute and MASAE communities for her volunteer work her speaking engagements and her service efforts too numerous to mention Sue has served as a past officer of the AMC Institute board and chaired several committees for the Institute receiving the 2009 AMC Institute Lifetime achievement award pace WINTER 2016 11

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How to Avoid the Traps By Jeffrey s Tenenbaum Lisa Hix Venable LLP Although it might not be the document most commonly on the minds of nonprofit directors officers or staff bylaws form the backbone of governance for nonprofit organizations and therefore are a very important document When nonprofits need to consult their bylaws such as when a membership dispute concern about an errant director meeting notice or voting issue arises they are often surprised to find that the bylaws are outdated do not conform to the law or do not reflect the organization s current practices Regular bylaw reviews are key to ensure both that the organization is compliant with the state of the law and that the bylaws reflect enough flexibility to accommodate the manner in which the organization s operates today 1 Understand your state s nonprofit corporation law A state s nonprofit corporation statute a nonprofit is governed by the statute in place in its state of incorporation regardless of where the organization is located supersedes any provision of the organization s bylaws The nonprofit corporation act will contain default rules for areas that the bylaws might not address such as specifying the minimum number needed for a quorum for a director or member vote and it will contain prohibitions such as not permitting directors to vote by proxy among other provisions Organizations should review the default provisions in their state s nonprofit corporation act and determine if there are any defaults the organization would want to override by including a specific provision in the bylaws for example if the organization wanted to establish a lower quorum for a membership vote than the default number Nonprofits also need to be sure that their bylaws do not permit practices that are prohibited by the state nonprofit corporation act if so those bylaw provisions will have no force or effect and any actions taken pursuant to those provisions will be null and void In addition because nonprofit corporation statutes vary from state to state it is important when drafting new bylaws to review the relevant state requirements as opposed to simply using another organization s bylaws as a base since even if the organizations missions and operations are similar the requirements prohibitions and default provisions of the relevant state nonprofit corporation acts may be and often are different pace WINTER 2016 13

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2 Make sure your bylaws are consistent with other regulatory documents Be sure to double check your bylaws for both internal consistency as well as external consistency including keeping in line with the articles of incorporation the state s nonprofit corporation act and any policy or governance manual Note that if your organization is governed or licensed by another state agency such as a state department of education or department of banking other state laws might provide additional mandatory bylaw provisions for your organization 3 Be sure to address all foreseeable scenarios Sometimes for example bylaws will contain a provision about removing a board member but leave out any provision covering how that position gets filled upon removal It is important to take the time to carefully walk through all of the what if scenarios to avoid holes in the bylaws 4 Populate your bylaw committee with an accurate cross section of your organization Use of a bylaw committee is one of the most common ways nonprofit organizations go about the bylaw review and amendment process If the bylaw committee is comprised of individuals that do not represent a full cross section of your organization s membership or constituency they may find some opposition when sending bylaws to the full membership for approval for nonprofits with voting members or to the full board of directors By creating a bylaw committee that fully reflects your organization s population you are less likely to run into this problem and you will have more success vetting potential issues early on in the process nonprofit corporation acts allow for more flexible governance arrangements such as the creation of designated bodies which provide another option for spreading out the balance of power Designated bodies which hold some but not all of the power of members or boards of directors can be particularly helpful in more parliamentary style organizations Depending on the state in which your organization is incorporated there could be several options for the disbursement of governance responsibilities carefully weigh all available options 7 Keep your bylaws current Frequently organizations inherit bylaws that have been patch worked together over time Thus nonprofits sometimes end up with antiquated bylaws that are not appropriate for how the organization functions today Sometimes the best solution is to scrap the original bylaws and start over from scratch using a good proven model provided by legal counsel or others as a starting point 8 Keep your bylaws flexible How the organization functions today may not be exactly the same as it will need to function in the future Building flexibility into the bylaws such as including a range for the exact number of board members and allowing the board to designate additional officers not named in the bylaws can help the organization moving forward Bylaws should provide an outline of the governance structure but also should allow some flexibility if and when changes are needed in the future There are simple things a board can do to become more strategic 5 Coordinate the actions of your bylaw committee with legal advice When rewriting bylaws almost inevitably a legal adviser will be able to spot inconsistencies and potential problems Try to coordinate with legal counsel from the beginning of your process not after all of the committee s work has been done when it can be very difficult to start over 6 Create bylaws that reflect the appropriate political climate of your organization Bylaws should reflect the appropriate balance of power among the members if there are members the board of directors and the executive committee or other bodies within the organization s governance structure such as a house of delegates key committees or other structures Some newer 14 pace WINTER 2016 9 Reserve the details for policies not bylaws Some details are more appropriately placed in boardapproved policies rather than in the bylaws These often include items such as membership criteria membership dues determinations and the operation of committees It also is helpful to place all board approved policies into a single physical and or electronic policy manual Bylaws generally should be a relatively concise and easy to navigate document leaving the details to policies which can be more easily revised in the future This way bylaws will not need regular amendment 10 Ensure that your purposes clause reflects your organization today This is actually a tax exemption issue first and foremost The IRS generally will refer among other things to the purposes clause in a tax exempt organization s articles of incorporation

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such persons may be appointed For example the District of Columbia and several states require that committees of the board only be made up of directors and that those committee members must be appointed by at least a majority of all directors in office as opposed to a majority of those directors present at a meeting at which a quorum is present which often can be a lesser number This requirement applies to those committees exercising the power of the board such as an executive committee or an audit committee In these jurisdictions other committees not exercising the power of the board such as fundraising committees or nominating committees can have committee members who are not directors 13 Pay attention to the approval process to determine what is a related versus an unrelated activity Most nonprofits also have a purposes clause contained near the beginning of their bylaws and many times that purposes clause will differ in one or more material respects from the purposes clause in the articles of incorporation the latter of which is controlling The two clauses should be fully consistent and therefore an organization might want to include a clause in the bylaws which simply refers to the purposes clause as written in the articles of incorporation In addition the purposes clause in the articles of incorporation should be reviewed keeping in mind that a clause drafted 30 or more years ago may not accurately or fully reflect your organization today 11 Closely review the meeting and voting procedures for members and directors This is an area where we commonly see bylaw provisions that are inconsistent with the governing state law Nonprofits should closely review how members if there are voting members and directors are permitted to meet and vote under the relevant state law Keep in mind that many state nonprofit corporation acts do not allow directors to vote by proxy and instead require a director to attend the meeting in person or via telephone to be counted as present at the meeting for purposes of quorum and voting Also although the trend is certainly changing some state nonprofit corporation statutes still do not allow members to vote outside a meeting unless by unanimous written consent with the written approval of all members even for the many state statutes that do permit member voting by email sometimes specific procedures or prerequisites are prescribed 12 Look at committee composition Some state nonprofit corporation acts are very specific as to who can serve on a committee of the board and how For organizations with voting members amendments to the bylaws will almost always require member approval check the applicable nonprofit corporate statute for the specific requirements Approval also may be required by the board of directors Many times written notice of the proposed amendments will be required to be given a certain number of days in advance of the meeting It is important to note the required timeline at the beginning of the process so that your organization does not go through the entire bylaw review process only to realize it will be another year before the required membership approval can be obtained due to failure to adhere to the minimum notice period 14 Do not make your bylaws too difficult to amend Some bylaws may require that amendments be approved by a two thirds vote of the membership for organizations with voting members or contain other super majority or burdensome requirements for approval Focus on creating a bylaw amendment provision and process that is not overly difficult to execute and that is appropriate for the history culture and politics of your organization 15 Keep a pulse on the bylaws After engaging in a bylaw amendment process make sure that your bylaws do not become dusty Some nonprofits maintain a standing bylaws committee comprised of board members that can speak up at meetings when issues implicating the bylaws are discussed Other organizations place the bylaws as an agenda item at each annual meeting of the board of directors to prompt consideration At the same time as discussed above well drafted bylaws should be flexible enough to not require regular amendment and constant deliberation over revising the bylaws generally is unhealthy unproductive and diverts attention from the more pressing business and issues facing the organization P pace WINTER 2016 15

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Leverage Reserves to be the Uberization of Your Industry By Tom Morrison CEO MTI Management If you have not seen it yet IBM completed a study in 2015 that shared that over 50 of C Suite executive s 1 fear was the uberization of their industry What that means is that technology consumer buying habits or some other unknown element appears out of no where to dramatically change their business model This change could make your association and or members uncompetitive or irrelevant This same uberization is the fear of many association executives and with good cause Technology like Uber Zillow Amazon and Pandora have turned their industries upside down in how people go to market and the relevance of their industry trade group These are only a few industries experiencing market disruption and none are exempt As technology emerges and consumer demands change the phenomena of disruption will continue at rapid pace 16 pace WINTER 2016 Technologies are already in development that will have a rippling impact on their industries and the affiliated associations connected to them So what s the answer I personally believe associations have to be the disrupter It is critical that associations ban their brightest people and resources together to begin researching and developing what would be their industry changing disrupter Think about it for a second What if the taxi cab association had developed Uber What if the realtor association had enhanced realtor org to include all the features the consumer loves about Zillow They would both have an incredible value proposition for their members and the value they need to achieve maximum penetration in their industry for memberships They would have created their own positive disruption for their members

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Ask yourself the question What if you owned the industry changing technology or app that transforms how your members do business five to seven years from now If the industry had to be a member to access it you would see growth like you have never seen before So why wouldn t you be putting every effort you could into an R D task force to figure your future Uberization It s called MONEY and FEAR Many leaders are afraid to take the leap to invest in new technology due to not understanding its impact thinking it s just a fad and not willing to take the risk on the unknown They would prefer we all just do business the way we already do it WRONG THINKING in today s fast paced and demanding business climate R D as well as design takes money Sometimes big money This begs another question Would you be willing to invest 250 000 into the application that would begin to move you towards 90 market penetration for membership as well as all the non dues and meeting revenue that follows I would hope so If the above questions are not on the top of your strategic planning list of to do s NOW you have opened your association up to the risk of not being an industry factor in five years It s imperative that your leadership elevate this thinking within your entire association Your association holds the strongest business model in the world for uniting your members for developing emerging technology for the good of the industry Don t waste that talent Embrace it Empower it Ignite it to make the future a better place for your industry and next generation Every association has the leverage and resources to ignite their own future but it will not come to those who think in the past Tom Morrison is CEO of MTI Management and Tom Morrison Associates Inc Tom speaks across the country on strategies to grow associations and be the disruption within their industry that can maximize the association value proposition For more information on Tom Morrison visit www TomMorrison biz So now it s time to do away with old thinking that you need 6 months of operational expenses in reserves to take care of downturns in the economy or those rainy days It s time to engage a strategic thought process of What will be your industry s UBER How much would it cost How do you fund it Who do we need to pull together to figure it out pace WINTER 2016 17

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MASAE ANNOUNCES NEW ASSOCIATION DISRUPT CONFERENCE MASAE is taking on the technology disruption challenge for associations through its rst ever Association Disrupt Symposium to be held March 30 2016 at the New Jersey Law Center in New Brunswick NJ This new event will provide real world examples of how technology partners and associations moved beyond the status quo and developed solutions that added value to members increased e ciency and delivered new and exciting programs for the industry Disrupt is de ned as to drastically alter or change the structure and no industry is facing greater disruption than associations Whether it s crowd funding shared resources web based technologies mobile apps or 3 D printing disruptive innovations abound and some are fundamentally changing the way we do business Sifting through the many trends to determine what to pay attention to and what is just a passing fad has its challenges The MASAE Association Disrupt Symposium is NEW INNOVATIVE AND INTERACTIVE We re bringing you speakers that will help you navigate the technology waters and avoid the sharks that can eat up your time and resources This one day event is economical e cient and engaging Bring your senior sta meeting planners marketing and technology specialists and membership 18 pace WINTER 2016

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Schedule At A Glance 8 00 am 8 30 am Join Us For Continental Breakfast Networking With Resource Exhibitors Keynote Presentation Culture Shock What Small Associations Can Learn From Tech Company Culture Presenter Mark Sedgley President and CEO at MemberClicks Technology companies dominate Best Places to Work lists Their company cultures attract and keep top talent in highly competitive and often stressful fields by offering refreshing work environments and unique benefits The success of their brand is rooted in the way they approach that culture Small associations face some of the same challenges that smaller technology companies face they re short on time and resources and trying to do more with less By incorporating some of the same cultural attitudes and practices that tech companies embrace small associations can greatly increase sta and member engagement Learn the elements that make up an exceptional culture and how they can be applied to transform any organization and the steps you can take to immediately transform your association s culture 10 15 am Workshop 1 Choose Your Workshop The Red Badge of Courage Using Digital Badges to Differentiate and Disrupt the Status Quo Presenters Sue Pine CAE and George Rears MBA PMP Learn how to use Digital Badging to protect your organization and your members from those who would seek to falsely identify with you group We will discuss Digital Badging and how you can use this new technology to allow validation of members certificants and certificate holders while also building on the value of your organization brand recognition Workshop 2 The Mobile Race Keeping Your Event on Pace Presenters Liz Dougherty Fernley Fernley and Graham Power CrowdCompass 80 of meeting planners responded that mobile apps will be critical to the attendee event experience by 2016 Source Event Marketing Institute and CrowdCompass Mobile apps present a prime example of new technology drastically altering the association management industry by changing the structure of communications with key constituencies as well as our approach to event planning and attendee outreach Countless associations have moved away from solely providing physical handouts and printed program books as tools for navigating events and many groups have gone completely paperless favoring the convenience economic e ciency environmental bene ts and ability to communicate last minute updates to attendees in near real time Most often these types of changes do not come about gracefully and they certainly do not happen overnight 11 30 am 12 45 pm General Session Five Shifts You Need to Make in a Micro Moment Driven World Presenter JP Guilbault CEO YourMembership Shifts can be disruptive bringing extinction to business models and organizations while giving rise and strength to others Failure to spot them can pose a threat to any organization A leader s ability to anticipate recognize and capitalize on shifts will set them apart from others and elevate their organization s brand member and staff experiences and revenues Don t get left behind this session explores the shift to micro moments of always connected members as well as how technology is delivering instant value analytics are used to deliver actionable insight the cloud has opened new opportunities social is a new form of connecting and organizing 12 45 pm 1 45 pm Lunch with Exhibitors and Sponsors pace WINTER 2016 19

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Schedule At A Glance Afternoon Break 1 45 pm General Session What s Your UBER Speaker Tom Morrison 2 00 pm This energetic and informative session will help provide the keys in researching and determining what future disruption is coming your member s way Technology is the 1 disrupter but it may be some other form of disruption Tom Morrison will share with you various forms of disruption that are going to create havoc in many industries and associations connected to them as well as what your association needs to be doing to embrace these shifts 3 30 pm 4 30 pm Keynote Presentation Reflections on the Day Presenter Shelly Alcorn CAE Join us for a unique closing session led by Shelly Alcorn CAE Shelly will briefly help us set the stage in the morning and will then be observing our content leaders and sessions throughout the event For additional information on all the sessions and to register online go to www midatlantic sae org March 30 2016 New Jersey Law Center One Constitution Square New Brunswick NJ Disrupt is defined as to drastically alter or change the structure and no industry is facing greater disruption than associations MASAE is taking on this challenge for associations through its first ever Association Disrupt Symposium This new event will provide real world examples of how technology partners and associations moved beyond the status quo and developed solutions that added value to members increased efficiency and delivered new and exciting Whether it s crowd funding shared resources web based technologies mobile apps or 3 D printing disruptive innovations abound and some are fundamentally changing the way we do business Sifting through the many trends to determine what to pay attention to and what is just a passing fad has its challenges Learn how to think differently about innovation and how it affects the landscape in which you operate Look Out Below Go online to www midatlantic sae org to register or download the conference brochure 20 pace WINTER 2016

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2016 MASAE EDUCATION EVENT CALENDAR BOOKMARK THESE EVENTS IN YOUR 2016 CALENDAR MARCH 30 ASSOCIATION DISRUPT New Brunswick NJ JUNE 8 MID YEAR MEETING Inn at Penn Philadelphia PA AUGUST 18 MASAE GOLF OUTING Sea Oaks Country Club Little Egg Harbor Twp NJ DECEMBER 14 ANNUAL CONFERENCE EXHIBITION Atlantic City NJ MASAE THANKS ITS ANNUAL SPONSORS FOR THEIR SUPPORT MASAE Welcomes NEW MEMBERS Leading Age New Jersey Ms Michele Mount Skytop Lodge Ms Susan Corrigan CAI NJ Mr Don Larry Thomas New Jersey Pharmacists Association Ms Elise Barry IEEE Ms Marjorie Hill Society for Industrial Applied Mathematics Mr Dan Zygmund Felt Society for Industrial Applied Mathematics Mr Dan Zygmund Felt Healthcare Businesswomen s Association Ms Theresa Straub SIAM Mr Timothy Fest Pennsylvania Association of Realtors Mr Mike Barth New Jersey Society of Optometric Physicians Ms Sharon Kais Society of Hospital Medicine Ms Kimberly Russell New Jersey Association for Justice Ms Jennifer Brandt pace WINTER 2016 21

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Listen to the BOARD You can learn from the Directors questions By Bob Harris CAE Orientation is the process of delivering information to the board of directors Generally the directors listen and ask questions about their responsibilities Frequently their questions reveal concerns At a recent orientation the questions led to opportunities for improving governance Responsibilities Our new directors don t seem to know the job description until they are installed shouldn t we tell them up front The Nominating Committee plays a critical role It should be armed with the leadership manual strategic plan and conflict of interest statement As they interview nominees they should share information about director expectations Confidentiality We know that board discussions and documents are to be treated with confidentiality But our Finance Committee includes non board members They tend to want to dig deep and review expenses and contracts How do we involve members on a committee and respect the need for confidentiality Including non board members on the finance committee promotes transparency Ask committee members to sign a statement of confidentiality similar to what the board should sign Strategic Plan Format Our strategic plan is 42 pages is it possible to reduce the size so that we can follow it The adage is true busy volunteers seldom read beyond page three Most plans can be reduced to a menu format of just 4 pages 11 x 17 double sided folded Keep it on the board table 22 pace WINTER 2016 Guiding Principles Should the board have principles or values to frame our discussions Reading the organization s newsletter and listening to the board it was obvious that transparency diversity and members first were guiding the board At the meeting during lunch a quick action team1 met and rounded out the board s values to include integrity and innovation Antitrust How do we ensure that our committees don t violate antitrust laws While the board knew about antitrust there was no measure in place as the Federal Trade Commission recommends The board may adopt a policy2 supporting competition and avoiding antitrust violations The antitrust avoidance statement should be a part of the leadership manual and might be included on meeting sign in rosters Conflict One time we signed a conflict of interest disclosure statement but we haven t in years is it important Since 2008 the IRS has asked exempt boards if a policy exists on disclosing conflicts and how is it monitored on a consistent and regular basis Provide the conflict disclosure form at the annual orientation Throughout the year the board president may start meetings posing the question Everyone has seen today s agenda is there anybody who has a conflict with any items

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Leadership Manual As directors we have governing documents and information to read When do we get the information The information should be presented to directors in the form of a leadership notebook memory stick or access to a board portal It would be nearly impossible for directors to comply with duty of obedience without receiving the information Meetings We meet a lot do we have to hold meetings Transparency We believe in member awareness of their organization Do we give them the budget The question usually has an undertone of a few members asking for sensitive information The board wants to comply with public records thus Form 990 is available to everyone Beyond that provide members with a pie chart of income and expenses so they understand finances without disclosing details revealed in the budget such as salaries travel contracts etc3 Use board orientation to communicate responsibilities and to listen for ways to make improvements in governance Committee Minutes Now that the IRS promotes that committees with authority keep minutes the chairs are circulating their minutes and confidential information is get ting out what should we do This applies to board and committee meetings Only meet when there is a reason While compliance with the bylaws is essential meeting without a purpose is a waste of volunteer and staff time When minutes are distributed by email use the PDF format not a Word document to protect their integrity Regarding committee minutes provide each committee with their own website portal or drop box where they can post their minutes for reading by leadership only Cultural Expectations We follow bylaws and policies but how do we know of added duties such as chairing committees enrolling members or political contributions Board duties outside the governing documents are Cultural Expectations They develop over time and can usually be documented as a bulleted list to share in the nomination and orientation processes Form 990 We ve never seen Form 990 yet we are told it is public record and contains our names IRS Form 990 queries did the organization provide a complete copy to the governing body prior to submission Make it standard practice to circulate the 990 to the leadership annually and discuss its contents i e policies assets mission etc Use orientation to communicate roles and to listen for opportunities to improve governance P Note Bob Harris CAE provides free governance and management resources many examples supporting the questions in this document are available at www nonprofitcenter com A Quick Action Team works faster than a task force generally meeting once or twice to provide an answer or solution 2 Policies are the documented wisdom of the board to provide guidance for current and future boards 3 The principle of transparency does not imply that all documents and meetings are open to members 1 pace WINTER 2016 23

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