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By: Kimberley Nash, Association Manager – TouchPoint AMC

This is Part 2 at an in-depth look at how Project Management Principles apply to your Not-For-Profit. To catch up, please read Part 1 here.

Project management processes are intended to improve project outcomes. As we discussed in Part I of our Project Management in Not-for-Profit Associations article, even if a NFP cannot justify adopting the formal methodology. There are still project management practices and tools that a NFP can incorporate into their planning, processes, and tracking that will be helpful in increasing the likelihood that a project will be successful. Let’s look at the components of a project and how they would be used by a NFP.

What project management skills and practices can be used in a NFP?

A formal project plan is a detailed document covering the project’s purpose, business justification, scope, definition of success, deliverables, timelines, budget, stakeholders, risk management, change management, communications and quality assurance plans, and project staff and their roles. Recognizing the potential limitations of a NFP’s staff skills, resources, and culture, a NFP can implement a modified project plan containing simplified versions of the following elements:

1) An outline of defined project parameters. This would include the scope statement, which is a clear definition of the project’s sponsor, purposes, objectives, and definition of success. This will be the primary reference for managing stakeholder expectations and preventing scope creep. Other parameters include deliverables, due date, budget, and project team. In a NFP, the project team is usually a committee; standing committees may be best suited to manage recurring projects like seminars or newsletters, while ad hoc committees may be struck to manage unique projects such as an executive search, a research project, or the creation of a new educational resource. Either type of committee will need to have its authority and reporting requirements clearly defined.

2) A stakeholder register defining all people and entities involved in or affected by the project. In a NFP, the register may be as simple as “Members + Committee/Project Team + Board”, but depending on the nature of the project and the structure of the NFP, it may also expand to include staff, government, regulators, vendors, or the public.

3) A RACI chart (“Responsible/Accountable/Consulted/Informed”) that defines who is responsible for decisions and approvals and who needs to be kept informed. Given NFPs’ collective work style, it would be efficient to assign decision-making and approval authority to one or two key contacts on the committee. These representatives would also be responsible for reporting to the Board.

4) A Gantt chart or detailed flowchart breaking down project elements into tasks, and detailing key dates, milestones, time estimates, and human resources to complete project tasks. Task planning should accommodate holidays, weekends, team members’ vacation, and other dates that would fall within the project timeline, as well as noting any buffer or slack within the overall timeline.  A Gantt chart is updateable should circumstances require it, and if it is set up correctly, changing one date will update the dates of all follow-on tasks, allowing the planner to see how one adjustment will affect the entire project’s timing. This is frequently the most referred-to document in the project since it is visual, updateable, and captures relevant dates and persons responsible for each task, so it should be easy to interpret and should be kept current throughout the duration of the project.

5) A risk register identifies potential risks and barriers to project success. It then allows a team to plan risk mitigation tactics to ensure the timely completion of the project, and to manage stakeholders’ expectations.

6) A list of project documents, including cost, procurement, change tracking, and other forms to be used during the course of the project and stored when it is over.

7) A list of scheduled meetings (including project kickoff) and communications.

Things To Consider

If a NFP decides to adopt project management practices, the process and its benefits will need to be clearly laid out to all organizational stakeholders to ensure that they “buy in” to the practices before they start working on a project themselves. Engaging with volunteers and staff who are process-driven to help the organization develop document templates and forms can help turn them into ambassadors for the process as it is implemented.

Finally, project management and/or collaboration software can be a great asset to project planning and management. There are a number of software suites that range from highly detailed project management solutions to collaboration software that facilitates task work and tracking by team members, or somewhere in between. These suites are useful for either all or some parts of project management, and NFPs can use them effectively once they decide which project management practices to adopt. For a NFP just starting to implement project management practices, there are many free sample forms and templates online. Trying them out will give a NFP experience in using the resources and the opportunity to decide if they want to invest in paid software.

Some final thoughts

While setting up all the project management processes and forms/documents can take time and effort, there is value for a NFP to develop common processes and documentation that can be used for all their projects. Since NFPs will see turnover of Board members and other volunteers, it is helpful to maintain common practices that will offer consistency and can be transferred between teams as they change over the years. Also, by maintaining records of these practices, an NFP can continuously improve its project work by learning what works for their specific culture and adapt accordingly.

There you go! There is certainly a place for project management practices in NFPs, even ones with limited resources. We encourage you to look into tools and practices that your organization can adopt to improve the outcomes of your projects. Good luck!

By: Kimberley Nash, Association Manager – TouchPoint AMC

Many people are not aware that project management is a widely used formal methodology, and despite the frequently generic nature of their title, Project Managers are specifically trained to use the methodology to perform their work. But do that methodology and training fit with a Not-For-Profit (NFP) association’s operations and efforts?

If you look on LinkedIn or other career sites, you’ll often find postings for Project Managers or other roles requiring project management skills from candidates. However, if the posting is for a position in Association Management, it’s not often clear how project management skills are defined or how they would be implemented in the candidate’s day-to-day job. What is project management? Do NFPs need formally trained Project Managers? Let’s look at what project management is, whether its practices can be implemented in NFPs, and which project management skills can be used effectively in these enterprises.

What are Projects and Project Management?

Let’s start at the beginning. According to the Guide to the Project Management Body of Knowledge, 6^th ed. (PMBOK 6):

A project is a temporary endeavor undertaken to create a unique product, service, or result. Projects are undertaken to fulfill objectives by producing deliverables. An objective is defined as an outcome toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed. A deliverable is defined as any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Deliverables may be tangible or intangible.”¹

Project management is a methodology consisting of techniques, knowledge, skills, and tools that has evolved to manage the successful planning and execution of projects, and, in companies where the majority of work is project-based (such as engineering or information technology), the companies have centred company-wide processes and planning on the methodology. Effective project management improves the likelihood of success in meeting all project and business objectives; managing resources, risks, and changes; avoiding problems and overruns; and satisfying stakeholders.  

Can Formal Project Management Methodology Work in a NFP?

Many different sizes and types of firms use project management practices to some degree – they may have developed common language or processes for their work, even if they have not formally adopted the methodology, and although not formalized, their goal is to improve their practice with each project they complete.

Fig. 1 – Kerzner’s Project Management Maturity Model²

Where does your organization fit on this scale?

Not all enterprises are suited to a formal project management system. In my project management coursework, I had the opportunity to work on a group study of the characteristics that might predict how successful the implementation of project management methodology in different types of organizations would be, and we identified several characteristics suggesting that project management methodology would be hard to implement in a NFP, particularly a small one.

1) Structure: Project management methodology favours the efficiency of centralized hierarchical management and decision-making authority. However, in a member organization, decision-making is collective: there is a limited hierarchy in a Board, while Executive Directors or Operations Managers answer to Boards, who are themselves answerable to members. Ultimately, the approval process in NFPs can be a barrier to the timely and successful completion of projects, and timelines should be planned with that approval process in mind.

2) Perception of Value: Since NFP budgets are mostly derived from member fees and sponsor revenue, the organization may not have the resources to devote to hiring or training specialized staff or buying expensive software for a niche management function. Projects may be undertaken infrequently in NFPs, so they may not be able to make a case to stakeholders to transition operations to centre on the methodology. Particularly, they may not be able to rationalize allocating resources to acquire specialized staff or tools when projects may be too infrequent to justify the investment.

3) Volunteer Culture: Since the volunteers so crucial to the efforts of NFPs often get involved in them as passion projects, or for social or business networking opportunities, a culture of informality can exist that may distrust the methodology’s formalism and instead prefer relatively casual group work to achieve organizational goals. Such a NFP that implements formal project management methodology could find it hard to recruit and retain volunteers.

4) Volunteer turnover may also lead to the loss of expertise and organizational learning that would be applied from project to project and incorporated into a NFP’s strategic planning.

Does this mean that NFPs can’t use project management at all? Of course it doesn’t! There are many skills, tools, and practices that can be applied in NFPs to improve the outcomes of their activities and efforts.

What Kinds of Efforts in an NFP Can Use Project Management Practices?

Since projects are by definition time-limited and temporary, regular operations are not projects. But NFPs regularly undertake efforts that meet the definition of a project; these may include:

– Conferences

– Seminars/Webinars

– Newsletters & magazines

– Specialty publications & manuals

– Fundraising events

– Special meetings

– Strategic planning

– Research projects

– Executive search

 In our next article, we’ll look at specific project management skills and practices that can be used in a NFP.

End notes:

1. Project Management Institute (2017), A Guide to the Project Management Body of Knowledge (PMBOK guide), Sixth Edition; Project Management Institute, Pennsylvania, Sec 1.2.1

2) Kerzner, H. (2001), Strategic Planning for Project Management Using a Project Management Maturity Model, John Wiley & Sons, Inc., New York, p. 42

By Melissa Morrovat, Account Coordinator – TouchPoint AMC

Change is inevitable and to stay relevant, associations need to be willing to change and adapt. This is especially true when different generations come together. Millennials play an important role, currently amounting to a third of the global workforce. And coming up right behind them, the Gen Z’ers are now beginning to enter the workforce. When you hear the words Millennials or Gen Z, you may automatically think social media and think that is where you need to focus resources to attract this demographic to your association. While that is a great place to start it, its not your sole solution!

Quite simply, the heart of an association are its members. Members join, and stay with an association, based on what there is to offer them. The main reasons for joining an association used to be programs, networking, events, etc. However, as Millennials and Gen Z’ers are not only entering the workforce, but are now starting to take on leadership roles, the way associations try to attract younger generations will need to change. They may well be your organization’s future leaders and the key to your future!

Here are three of the biggest reasons why younger generations may be hesitant to join your association and how you can change that.

1. Not Offering Responsibility

In the past, large organizations have typically run with a conservative leadership style, which many Millennials/Gen Z’ers don’t relate to. The new generation appreciates transparency and inclusivity. They want to be taken seriously in the work force and feel empowered. They also want to promote social change, and not be a part of an association that is inward focused. Simply put, they want to make a difference! To stay current, why not actively try to recruit some Millennials/Gen Z’ers to your association’s Board or committees? This not only shows them the respect they desire but Millennials/GenZ’ers’ fresh new ideas will likely enhance what your association has to offer.

2. Not Understanding What They
are Looking For

What do Millennials and Gen Z’ers appreciate the most? Their time and how to make the most of it. A work/life balance is what these younger generations look for. Remember that joining an association is a choice and not a mandatory extracurricular, so providing ways to fit into this work/life balance is what will set your organization apart from others. Joining an association surely brings professional networking and educational gains, which in the past would be enough to attract members. With this new generation though you’re going to need to offer more. If Millennials/GenZer’s are choosing to spend their free time involved in your association, making events fun and interactive will keep them engaged. It will also allow for professional growth, networking and the development of genuine friendships.

3. Not Fully Utilizing Social Media

Yes, I did previously say that social media is only a baby step in attracting millennials to your association – but it still is a step not to be overlooked. Over 90% of Millennials and Gen Z’ers use social media, spending a minimum of 25 hours a week online. So, this makes social media platforms the perfect place to recruit new members. When it comes to catching Millennial/GenZ’ers attention though, short and sweet is the way to go. This group is not going to want to read long social media posts that in all reality should be on a blog or website, not on a social post. You’ll want something catchy that will grab their attention right away and make them want to look more for the rest of your information. Another tip – Facebook is not where you are going to find this group – so look to other platforms as well.

Keeping up with the changing times has become a new normal for everyone. Millennials and Gen Z’ers are looking for networking opportunities and fun events, all while developing pathways for professional growth and creating social change. Providing them these opportunities within your association will help attract and retain members.

Many associations rely on a strong financial outcome of their events…this is not rocket science.  It’s cyclical: to keep membership dues low, you need non-dues revenue streams.  To increase non-dues revenue, you need to keep event registrations high enough to attract (and keep) sponsors. So, this leaves us the proverbial chicken vs. egg question.

The fact is that sponsorship needs to be a mutually beneficial enterprise.  As such, the association needs to do the pre-work in order to maximize their offerings to industry partners.  And potential sponsors need to be honest about what their ROI looks like so that the association can ensure they are meeting those needs. In order to walk this tricky line successfully, I would suggest implementing a three-step approach:

Step 1: Do the research!

Talk to your partners. Don’t make your sponsorship program in a vacuum thinking that sponsorship is one size fits all. Why not ask them what they are hoping to achieve with their participation in your event? The likelihood is that they have participated in multiple events and can bring some new ideas to the table for you instead of you needing to do ALL the leg work.  Make it a dialogue…and keep talking.  Change it up as the industry changes. Change it up as your event or association’s needs change. And yes…sometimes change it up just because. This will keep them engaged and willing to come along for the ride over multiple years.

Step 2: Make it Fair!

Not everyone needs to be the Title Sponsor! So, offer as many levels as you can to attract a variety of sponsors with a variety of price points.  But be consistent with the offerings for each of those levels.  There is nothing worse or breaks credibility than side deals or not making exceptions.  Being upfront and honest with your sponsors allows them to have clear expectations of your association and for you to create benchmarks to measure the program’s success.

Step 3: Say Thank You!

I have said in a previous blog how it important a simple thank you is. And I believe that it is even more important when dealing with sponsors. But in this instance, I think it should be big, bold and loud!  What does Buddy the Elf say about Christmas Cheer??  The same for associations… “say it loud for all to hear!”.  The more public you make your recognition, the more visibility your sponsors get and even more engaged in your program. Don’t separate them from your delegates, include them!  Make them feel appreciated and a part of the overall experience.

Developing a strong sponsorship program is meant to pay off in dividends for your association. But don’t forget it is meant to pay off for the sponsor too. A true partnership is a two-way street and should be respected as such.  Taking into account all three of these steps will ensure growth and stability in your program. And most importantly, your sponsors then stick with you at times of great change, which we all know a thing or two about right now.

It’s a fact. The world is a much different place than it was even two short years ago. The global pandemic necessitated a sudden and dramatic shift in association operations. This included adapting to a work-from-home scenario that no one could have anticipated. And yet, we made it work; we had to.

What the Pandemic Changed

Fast forward several months and Boards are now considering what that new normal will look like in terms of association operations and staffing. Associations by their very nature rely heavily on membership and event revenues. Many, if not most, associations suffered significant financial loss through cancelled events and unrenewed memberships during the pandemic. For some, this resulted in staff being furloughed or laid off while remaining staff and/or volunteers worked to keep their association functioning. Others kept operations the same knowing it wouldn’t be a sustainable option. Reserves dwindled and leased office space sat virtually empty, as staff worked from home.

Considerations for Future Change

It is logical then, that many not-for-profit Boards are now strategizing to determine how to best move forward in the new normal. I think that a few critical considerations will likely include the following:

• Can the association afford to bring back staff?
• If so, will staff want to return to an ‘in person’ working environment?
• Can the association thrive in the long term within a virtual working environment?
• Does the association have leased office space and overhead that is no longer needed, or could be scaled back?
• What is the plan to gain back members, bring back events (whether virtual, hybrid or in person) and generally to recoup lost revenue?

The answers to these questions will vary from association to association depending on their size, existing structure and even on the industries they represent. Some may opt to try to gradually bring operations back to the way they used to be. Others may opt to make this a time of great change as they lead their organizations in new directions.

The Association Management Company (AMC) Solution

Underlying any decisions will be cost and operations considerations. I have already heard that many associations are starting to look more closely at the Association Management Company model of operating. And with good reason – this model offers efficiencies, economies of scale, flexibility, experience and cost savings.

When moving to a full-service AMC model, office space is no longer needed as the AMC offers a central headquarters and mailing address. Other related overhead costs are also greatly reduced through shared services and resources. Frankly, these savings are not insignificant.

AMCs offer full-service options which include experienced and knowledgeable staffing at all levels from Executive to Administrative. AMC staff become the face of your organization. This removes the burden of hiring, training, providing benefits and vacation coverage from the shoulders of the association. The expertise, guidance and skills that association professionals bring to the table cannot be underestimated, especially during times of transition. AMCs also offer flexibility for those associations that don’t need or want full service. Within an outsourced AMC model, associations have flexibility in retaining key staff such as an Executive Director, while AMC staff fill operations and administrative functions. AMCs can also be contracted for only specific duties such as event planning and execution. The AMC you select can be ‘parachuted’ in, so to speak, because the core skills are already present.

The road to recovery may be long and difficult. I encourage Boards to really dig deep to consider which road is best for their association. Diligent Boards who are willing to consider new options and bring forth new perspectives will be best poised to set their organizations up for future long term success.