or how to conduct your own symphony!. technology case study: medium sized amc growing from a trio...
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Technology for the AMCor How to Conduct Your Own Symphony!
Technology Case Study:Medium Sized AMC
Growing from a Trio (individual technology solutions) into a Jazz Band (Association Management System)• Where we began• Where we are today• How we got here• How we paid for it• Why this works for us• Sharing what we learned• How we plan to move forward
Where we beganDecember 2000 - 1 Full
Service client 2.5 FTE StaffTrio “Instruments”• Database• Accounting Software• Website
Software applications/processes inherited from previous management
Where we began - Challenges
Technology customized for the needs of a single client
• Reliance on staff for all processing – no automation
• Multiple systems for single client• Inefficiency/duplication of effort• Technology not meeting member expectations• Getting second client …• Unable to expand to meet growing needs of
multiple associations
Where we are todayFebruary 2013 – 8 Full Service Membership Societies; 11 Chapters 17 FTE Staff• Clients vary in size and scope with
operating budgets ranging from $20K to $1.7M
• Majority of staff work with multiple clients
Where we are today, cont.Jazz Band “Instruments”• Association Management System (AMS)• Accounting Package• Website Content Management System• E-Commerce• Learning Management System• Certification Module• Email Marketing System• Forums/Listserv• Voting Module• Survey ModuleAll clients utilize the same system
Where we are today - BenefitsAll software applications are integrated
All clients utilize the same system
Greater than 50% reduction in manual
processes
Simplified staff training
Ability to grow/meet changing technology
needs
How we got hereEvaluated client needsAssessed internal resourcesDeveloped objectives for current and potential future clients:• Centralize all data in one source and
eliminate redundant data management• Improve customer experience• Increase staff efficiency• Enhance customer self service options
How we got here, cont.Spent approximately 1 year in research
and development processEvaluated individual client processes and
identified technology needsIdentified areas between clients that could
use similar technology or processesDeveloped strategies to streamline into a
single systemTransitioned staff into technology roles to
manage administration
How we paid for itObtained buy-in from all full service clients• Demonstrated need for technology
improvements • Assessed potential return on investment• Submitted detailed proposal to all client
boards• Worked with client budgets to develop
payment plan
Clients paid for approximately 80% of the system
How we paid for it, cont.
Pricing Model:• Each client pays % of the total cost• Fees calculated on client usage:• # of members/users• Modules utilized
• Ongoing costs (hosting, renewal costs, etc.) are charged to the clients using same percentages
• New clients buy into the system using same pricing model
How we paid for it, cont.Pricing Model - Benefits to Clients:• Shared costs allow clients the opportunity to
benefit from a larger scale AMS that clients could not afford on their own.
• Income from new clients for system is re-invested in enhancements to the current technology system or refunded to the original clients
• Bringing in new clients allowed us to continue to upgrade/enhance the technology without adding significant costs for our initial clients.
Why it works for usClients have similar technology needs (even
if not budgets) – membership societiesStaff are well versed in software applications
– reduces inefficiency in switching between multiple systems
Reduces staff time spent on manual processing – automation
New clients must be able to function within the scope of technology system – limits potential client base
Sharing what we learnedBe Flexible• Develop methods to modify your
processes to fit the system rather than customizing everything
• Process modification = cost savingsStreamline/Automate EVERYTHING• Evaluate current processes to make sure
that they are consistent cross client• Automate processes whenever possible
Sharing what we learned, cont.Understand what you have invested in• Take advantage of all of the opportunities
that the system providesCommunicate• Promote communication between technology
staff and program services staff• Technology staff must understand the client
needs in order to use the system to the fullest extent
Sharing what we learned, cont.Take advantage of the expertise of your vendors• Vendor relationships are critical for
small/medium AMCs• Treat vendors like part of your team – the more
they understand the overall project the better the end result
Invest in training for current personnel for technology roles
• Participate in user groups/forumsEnlist help from other AMCs• Other user experiences can be invaluable when
implementing a new system
What we would do differentlyLimit Customization• Evaluate your needs to determine the most
efficient and cost effective technology that will work for all your clients
• Determine which requirements can be adjusted to fit within technology solution rather than customizing
• Customization = $$$$$$ and limits upgradability
• Customize only when it benefits overall system – not just one need
How we plan to move forwardContinue to upgrade/update technology• Make use of our ongoing updates to the
software• Upgrades often provide additional
enhancements that may meet a current need
Develop new opportunities from current systems to make better use of the software
Continue training current staff to become experts in the system
Allison TravisDirector of Technology
Custom Management Group154 Hansen Road, Suite 201
Charlottesville, VA 22911Tel: 434.971.4788
Technology for the AMCor How to Conduct Your Own Symphony!
IntroductionCharles L. Sapp, CPA, CAEDirector of Association Management Services, Talley Management
Group, Inc.
• Responsibilities over all 22 full service clients
• Interaction with board governance regarding everything from strategic to tactical issues to contract negotiations
• A member of the TMG Senior team that oversees all strategic and operations direction of the company
History•Director of Association Management Services – 7 Years
•Prior to TMG - 7 Years with a 12 unit AMC.
•Operating Philosophy - What All AMC’s Strive For
•Cost – Then and Now
Integrated ApproachThe hallmark of the integrated AMS
approach is efficient access and use of the member information.
• From traditional communication to social media
• The ability to easily slice and dice member demographic
• Efficient staff usage and cross training—this was the AMC’s driving need.
• Fully integrated accounting• Web integration
What was the strategic decision?5 years ago, TMG moved away from the sole AMS model
to include not one, but now four different AMS.
Why?• Large incoming clients that had already made huge
investments
• Larger self-contained client staff teams within TMG
• Integration of ancillary apps specific to their needs
Bottom Line: this was not a strategic decision!
Now we are talking Strategic…With technology moving at such a fast pace, the embrace of technology is so much more common today in all its different aspects by the volunteers and boards.
Now we are talking Strategic…A common discussion among all of our associations are the expectations of our technology performance.
Cost versus Benefits versus Expectations
Does one model fit all?•How do you recoup system cost?
What other steps did we take?Client focused
services and structures
Develop a more diverse set of vendors that can address the different applications.
Develop more specific training for staff.
What do we gain with multiple platforms?
• Broader understanding, flexibility, and ability to meet different client needs.
• Client decision based on web presence
• Needs and availability
• Enhanced customer service
• Ability to look at a broader range of potential new clients.
Biggest gain without question:
Better margins derived through greater expertise with technology which improved our internal efficiencies.
What is the AMC to do?To provide an AMS or not?More clients see their web presence as critical to their brand.Do we lose or gain a major “hook” for clients?
Thank you!
Charles L. Sapp, CPA, CAEDirector of Association Management Services
Talley Management Group, Inc.856-417-6227
Technology for the AMCor How to Conduct Your Own Symphony!
Introduction• Worked with over 200 associations• Currently managing over 30,000
association presentations • In 2012
• Registered over 70,000 users • 450,000 learning modules
delivered• 120,000 certificates issued
• Most association users now integrated with AMS or other platform.
• Now integrated with over 900+ associations through the Boxwood integration – Career Learning Center
Single Sign-On
Conducting your “vendor orchestra”• Treat your Technology Vendor as a partner• Sharing vision and goals
• Everyone needs to read from the same sheet music and know how the song ends!
• Allow free flowing discussion between vendors.• Let the orchestra members practice together without
the conductor always present
• Verbally encourage creative ideas/solutions throughout the process.• Most music scores are dramatically improved while the
song is being practiced
Managing “audience "expectations
• Member expectations• The audience wants to know what to expect.
• Board expectation• Does the Board “envision” the same final
deliverable?• Try to avoid as many mid-stream changes as
possible• Some changes are easy (changing tempo) others are not
(requiring new instruments) – not always easy to know initially
Beautiful Music can be created as long as all the stakeholders
are aligned with the same goals!