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Partner up! 5 tips for selecting third-party vendors for your next meeting

partner up

Nearly every event requires a partnership with a third party vendor: registration system, tradeshow management, show decorator – you name it! Finding a vendor that jives well with your team and views your success as their success is vital. They truly are an extension of your team. Here are a few tips to guide the selection process.

1. Ask local experts or colleagues within your own professional network for recommendations. For example, if you plan to partner with a destination management company (DMC) to coordinate local tours or offsite activities during your event, ask your convention services manager (CSM) at your contracted hotel for their preferred DMC partners. Convention and visitors bureaus are also a fantastic resource.

2. Develop a comprehensive RFP to share with multiple potential vendors. Include historical meeting information and clearly define your expectations for the upcoming event. A detailed RFP will translate to a thorough proposal response, saving you time and energy in the long run by eliminating the leg work of going back to ask for clarification or collect more information.

3. Ask for references and specifically request contacts that had needs similar to yours. We have found email to be the most efficient method for reference checks, although a phone conversation would work just as well. Develop a handful of standard questions to ask each reference. Asking the same questions to each reference will make it easy to compare apples to apples. Consider questions like: Were you satisfied overall? Did you experience any challenges? What would you have changed, if anything? Was the vendor’s staff friendly and professional? Would you work with the vendor again?

4. Interview the top candidates via conference call, Skype, GoToMeeting, etc. Take the time to get to know the people you could be working closely with. It’s important to understand their approach and communication style.

5. Consider the long term possibilities when making your selection. Is there potential for this partnership to continue year after year? Perhaps this is an opportunity to “test the waters” and, if all goes as planned, you may feel comfortable skipping the RFP process the next time around and going directly to the selected vendor – possibly even arranging a multi-year agreement. We are great advocates of developing strong professional relationships and have worked with the same vendors in multiple instances including abstract management providers, mobile app suppliers and AV contractors. As the saying goes, if ain’t broke, don’t fix it.

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Why I applied for the ASAE DELP Scholarship Program

ASAE DELP

On August 10, 2015 I and 11 other 2015 ASAE DELP scholars stood in front of hundreds of association professionals as we were recognized for our achievement during the ASAE 2015 Annual Meeting in Detroit. The Diversity Executive Leadership Program (DELP) for the American Society of Association Executives (ASAE) is a two-year program that recognizes individuals from under-represented identity groups who demonstrate exemplary leadership skills and a commitment to advancing the association community. Our class will participate in an accelerated leadership program of education, mentoring and volunteer service in the association community and I couldn’t be more excited. What motivated me to apply?

Someone believed in me. Every now and then in one’s life you meet someone along the way who exudes deep enthusiasm, and you can’t help but be excited with a project or endeavor that he or she is sharing with you. I met that person a year and half ago. She’s my boss, Lynda Patterson and the owner of the association management company, I work for. I didn’t know about DELP until Lynda told me about it and enthusiastically offered to sponsor me. She recognized my leadership abilities, was proud of my accomplishments, and thought that applying for the scholarship will usher in more opportunities for professional growth, allowing me to go even further in my association management career.

The goals align with growth needs. I am impressed by ASAE’s commitment to support diversity and to provide opportunities to under-represented groups so that we may access professional education and a deep network of strong leaders. Having over a decade of association management experience but not much exposure to continuing education, I would benefit greatly from DELP’s benefits.

Far reaching benefit. Association managers in Wisconsin do not have easy access to continuing professional education. DELP would provide learning not just for me personally, but also, indirectly, to other professionals in Wisconsin. I would be able to help broaden the reach by passing on the knowledge with colleagues I interact with in my place of work and also in the Wisconsin Society of Association Executives (WSAE) in which I am currently a member.

Surround myself with rock stars. I believe that if you want to get better than you think you already are, and learn new ways to live a successful professional and personal life, surrounding oneself with people you want to emulate will provide the encouragement and example that will help you reach the next level.

Be an inspiration to others. My eleven years of experience with helping associations live their missions have been very successful, and I am on track for even greater success. I want my success to serve as an inspiration to others who might otherwise think their race or gender is an insurmountable obstacle. Already, I know of some people who have been inspired by my personal story, how I moved over 3,000 miles across the globe while a single mother with four young children. I think DELP can help stories like mine be shared broadly, inspiring many to greater dreams and achievements.

The benefits go both ways. Much as I would learn from well-experienced, connected professionals through DELP, others may benefit from the global experience and attitude of purposeful action that I bring to the table. Three of my top five strengths from the Clifton Strengths-Finder — Activator, Maximizer, and Achiever — identify me as a candidate who would “maximize” the opportunity, continue to advance the goals of the program, and, when given a project, get it done.

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Strategic planning vs. long-range financial planning: Successful associations need both

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In association management, there is a difference between strategic planning and long-range financial planning, yet they are both necessary to ensure the overall financial health and growth of the association.

We consider long-range financial planning as an inwardly focused look at your association’s goals and objectives. It is an extension of the one-year planning budget with a timeline of at least three years and is simply a prediction of future revenues and expenses based on past events and the “predicted future.” A long-range plan doesn’t take into consideration any social or political factors, assumes a stable future market and is numbers-driven. The long-range plan is important because it sets the process by which the strategic plan will be achieved.

At AMPED, we make sure we begin our client budgeting process at least three to four months prior to the cleint's fiscal year end. We begin forecasting their current fiscal year about four months prior to their fiscal year end so they have an idea where their year will end compared to their budget. This is important so that steps can be taken to reduce expenses should the forecasted revenues fall below budget. Another aspect of our monthly reporting is cash flow forecasting, usually one year into the future. This is very important if the association has invested in new and significant initiatives that are cash heavy upfront with revenue being generated at a later time. Will there be enough cash until that revenue is generated?

Strategic planning is much more complex and crucial to the ongoing success of the association. A good strategic plan will ensure that your association is quick to respond to a changing environment. The strategic plan assesses the larger forces in society including social, natural resource and political factors. Your plan needs to address what your association’s situation is, what your association wants to achieve and what needs to be done to achieve your goals. The strategic plan is idea-driven and more qualitative and needs to provide a clear vision/focus for the association. It is a framework and way of thinking rather than a set of procedures. The strategic plan should be developed cooperatively between the board of directors or a strategic plan committee (subset of directors) and senior staff.

All of our clients have strategic plans in place which continually evolve to meet changing external factors. Don’t forget the financial impact. And remember to consider cutting rather than always adding!

How is the health of your association?

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Client/vendor relationship excels with face-to-face meetings

Viles with Conference ExchangeGreetings from 38,000 feet! I am currently traveling home from Providence, Rhode Island where I attended a day-long educational conference hosted by Conference Exchange, the vendor some of our clients use for abstract, registration and speaker management. Annually, Conference Exchange holds a user’s group meeting with educational sessions on how to use the product, previews of features that are new or in development and scheduled one-on-one time with support staff.

As a new user of their product, I still have quite a bit to learn about its capabilities. Knowing more about what the product can and cannot do will help me better understand how to develop our client’s systems to suit their needs. In addition, learning more about what is coming down the pipeline was both exciting for what it holds for our clients and reassuring that the Conference exchange team is growing and expanding to meet the needs of their clients.

While the educational portion of the meeting was helpful, the most beneficial part was meeting with the support staff who work hard on our systems. When I arrived in Providence, the Conference Exchange team hosted attendees at a local restaurant and I was seated alongside my corresponding support staff. We talked a little about our projects and the company, and a lot about each other. This opening “getting-to-know you” event was great for both new and seasoned “users,” and gave me the opportunity to develop a rapport with my support staff that I believe will make my communication with them in the future more effective and meaningful.

Regardless of the vendors you choose for your clients or yourself, if you have an opportunity to meet your contacts in person, I highly recommend it.

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Communication is key to transitioning back from work leave

with NorahOver the past few months I have been transitioning back to work after having been on maternity leave. When it comes to welcoming a new baby to the family there is a lot of excitement and joy. There is also a fair amount of stress and anxiety. I have been very fortunate to have some flexibility in my transition back to work. The encouragement I’ve received from my AMPED colleagues has been really incredible and I can’t thank them enough for their support!

Going back to work after maternity leave is a deeply personal experience and there is certainly no “one-size-fits-all” approach. However, there are a few things I’ve done that have helped make it a little easier.

Frequent and honest communication has made all the difference. Prior to going on leave my coworkers and I made a point of meeting several times. These meetings served as an opportunity to figure out who would cover my workload while I was out and to formulate a plan for my return. We made sure to spread these meetings out throughout my pregnancy — not just at the end — so that we had plenty of time to plan for everything that needed to be covered. While I was on leave, my focus was on my new baby, recovery and family, but as the date of my return to work approached my anxiety level increased, so I made a point of checking in with the office. Getting a quick update on what had been happening while I was out made my first few days back less stressful.

I have been extremely fortunate in my transition. One thing that helped was to come back to work gradually in the first few weeks. I’ve known several people who have taken this approach in different ways. A friend of mine who was going back to work full-time made her first day back in the office a Thursday which gave her a couple of days to readjust to the office, a few days for her baby to adjust to day care, and a weekend to work out any schedule adjustments. Another friend whose day care was nearer her home than her office arranged to work from home the first week back at work. Her son went to day care and she followed a normal work schedule from home. That way if her son needed her during those first few days she was close by. This decreased her stress and she was able to get more work done. I realize that this gradual approach may not be a realistic option in all cases but, if it is possible, it can be extremely beneficial.

As I mentioned a “one-size-fits-all” approach to returning to work post maternity leave doesn’t exist; everyone’s situation is different and unique. But, my final suggestion for everyone going through this experience is to be patient. Figuring out a new routine and a workable balance between family and professional obligations takes time and it won’t be without its challenges. For me, it has definitely been an eventful few months and I’m still adjusting to my new “normal.” But so far, it’s been a smooth transition.

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