When we originally published “The Legal Guide for Association Board Members” by James G. Seely in 1995, it was the first time someone had produced a legal handbook written expressly for board members of trade associations and professional societies. The book grew out of workshops that Seely—the senior attorney at Association Legal Services and a regular columnist on legal issues for Association News—had been giving over the years for his trade and professional association clients to help them better understand the basics of the legal structure of nonprofit corporations.

The guide proved invaluable for new and existing board members. Association executives could use the book to provide their boards with easy-to-understand explanations of association bylaws, board policies, tax-exemption policies, antitrust issues, risk management, personal liability and the other basic governance issues that they would be facing during their association service. And, armed with this information, the board members could more effectively carry out the duties of their service and minimize the risk of liability for both the individual board members and the association itself.

And that brings us to today: We are happy to announce the publication of the second edition of the book. This new edition comes complete with updated information on some of the current issues facing associations, such as the increasingly complex provisions of hotel and convention center contracts and the impact of new laws such as Sarbanes-Oxley. Perhaps most importantly, the new edition of the book also examines some of the many issues that have been spawned by the Internet, from the association’s website to meetings by e-mail to social networking.

Early reviews of the new edition have been very positive: “Whether you have been working with or serving on association boards for one year or 20 years, ‘The Legal Guide for Association Board Members’ is a must-have for your book shelf,” said Cordie L. Miller, executive director of the American Society of Retina Specialists. “I use the book as a continual resource and tool to keep our board members aware of the legal ramifications of their actions and to help them make appropriate decisions as they guide our organization into the future.” According to MaryAnne Bobrow, CAE, president of association management company Bobrow & Associates, “the addition of the contracts and Internet chapters should serve as a wake-up call to volunteer leaders.”

Those attending ASAE’s Annual Meeting & Exposition, August 21–24 in Los Angeles, will be able to purchase copies of the book on-site at ASAE’s Bookstore. Annual meeting attendees may also be interested in our exclusive interview with ASAE President and CEO John Graham, CAE, beginning on page 28 of this issue. And, for those visiting the Los Angeles area for the first time, detailed information on the region can be found in our cover story, starting on page 32.

For details on how to order the new edition of “The Legal Guide for Association Board Members,” call toll-free (877) 577-3700.

Tim Schneider
Schneider Publishing Company

In the first half of 2010, several destinations have been faced with challenges, underscoring the influence that the travel industry has on communities both large and small. However, destinations have also found ways to deal with those challenges. In our annual supplement produced in conjunction with Destination Marketing Association International titled, “Why Travel Matters,” several DMO executives cite examples of challenges they have encountered, and provide insights other DMO executives may find helpful.

Keep It Real—The April 20 explosion of the BP oil rig and subsequent oil spill in the Gulf proved to be a challenge for DMOs in the region. “Our biggest problem from Day One was separating the perception from reality as it related to Florida,” said Chris Thompson, president and CEO of Visit Florida. To solve that problem, Visit Florida focused its advertising on providing up-to-date information about the situation, as opposed to its regular image branding.

Key takeaway: When disaster strikes, temporarily abandon your regular image branding and provide credible, up-to-date information on the situation.

Explain the Value—Following the Arizona State Legislature’s adoption of a controversial law aimed at sparking immigration reform in late April, politicians, citizens and organizations around the country began calling for a boycott of travel to the state. Steve Moore, president and CEO of the Greater Phoenix Convention & Visitors Bureau, said the convention bureau has used the situation to communicate the overall importance of the travel industry in terms of jobs and the local economy. “It’s an ongoing dialogue the bureau intends to have with future visitors and business groups,” Moore said.

Key takeaway: When politics interfere with destination marketing, remind constituents of the importance of the travel industry to the local economy.

Ask for Help—This spring, extensive flooding in Nashville, Tennessee, shut down the Gaylord Opryland Resort & Convention Center for six months. City officials huddled with hotel managers in the greater Nashville area to relocate nearly 200,000 room nights that had been booked. Although some groups have opted to look elsewhere while the city recovers, Nashville has managed to find other locations in the city for several big conventions that had been planned at the Gaylord Opryland.

Key takeaway:When a natural disaster shuts down facilities, rally the community to help you find alternatives that will keep groups from canceling events.

Spread the Word—In 2008, Cedar Rapids, Iowa, suffered a devastating flood that submerged more than 10 square miles of the city, affecting nearly every downtown business and most public buildings. To help get the message out about the needs of Cedar Rapids—and its recovery— the city’s leading civic organizations joined forces to launch a website, cedarrapidsfloodstory.com, to spread the message. The city also took advantage of its gradual progress, making big community-wide events out of attractions that reopen.

Key takeaway: When rebuilding after a natural disaster, get the word out every time a venue, hotel or public facility reopens for business.

Keep Them Happy—When an Icelandic volcano unexpectedly erupted in April, it wreaked havoc on international air carriers and had a profound negative impact on New York City’s airports. With flights to and from much of Western Europe initially grounded, NYC & Company officials convinced 40 area hotels and transportation providers to offer discounts to stranded travelers and nearly 20 museums and cultural institutions agreed to offer free admission for stranded travelers as well.

Key takeaway: If travelers find themselves stranded in your destination by no choice of their own, find ways to turn them into happy tourists.

Change the Rules—At Chicago’s McCormick Place, the rising costs for groups to do business caused several organizations to cancel their dates—with the chance that many more would soon follow. As a result, convention bureau and convention center officials turned to the state legislature for help to change labor rules at the facility. State lawmakers passed legislation that made sweeping changes to the way the center does business, thus lowering potential costs to groups and tradeshow attendees.

Key takeaway: If circumstances beyond your control threaten your business, ask local and state political leaders for help.

Take the Lead—With more unforeseen challenges no doubt looming for destinations, the importance of spreading the word about travel’s impact on communities cannot be emphasized enough. When challenges for the travel industry arise, savvy DMOs should be prepared to step forward as part of their community’s leadership to convert those difficulties into opportunities.

For a complimentary copy of “Why Travel Matters,” produced in conjunction with Destination Marketing Association International—e-mail me at tim.schneider@schneiderpublishing.com. Or, view “Why Travel Matters” as a digital edition.

Tim Schneider
Schneider Publishing Company

In his new book, “The Core Values Compass: Moving From Cynicism to a Core Values Culture,” author Dennis Haley makes the case that to be healthy and effective in the long term, organizations must be guided by a set of core values. Haley suggests five steps for arriving at your organization’s core values:

• Ask yourself, key staff and volunteer leaders, “What do you want this organization to look like?”
• Narrow down this list of expectations.
• Translate the values identified into organizational behaviors.
• Figure out where a course change is in order.
• Settle in for the long haul.

Whether you run a sports organization, a professional society, a trade association or a destination marketing organization, these five steps can help steer your organization back in line with its core values and help ensure your long-term success. For more information on “The Core Values Compass,” please click here.

Tim Schneider
Schneider Publishing Company

In mid-April, I attended a gathering of convention bureau chief executives organized by Destination Marketing Association International. I am pleased to report that an attitude of optimism regarding the near-term prospects for the travel industry pervaded my conversations with these CEOs. But as several events that have occurred in the past month show—from the political firestorm in Arizona to the Gulf Coast oil spill—the health of the travel industry cannot be assured until there is a greater appreciation of its importance on the part of everyone who benefits when the travel sector is strong.

To that end, I am pleased to announce an upcoming special editorial section titled, “Why Travel Matters: Going Places Fuels the World’s Economic Engine.” Produced in conjunction with DMAI and included in the July issues of both Association News and SportsTravel, this special section will examine the critical role meetings, conventions, trade shows and live events will play in the economic recovery. To be a part of this special publication, please click here or call us toll-free at (877) 577-3700.

Tim Schneider
Schneider Publishing Company

The travel and hospitality industries were given a reason for optimism with the enactment in early March of the Travel Promotion Act. The Travel Promotion Act will levy a fee on international visitors for the purpose of funding marketing efforts to promote the U.S. The fees are expected to amount to $8 million per month, which will fund the formation of the Corporation for Travel Promotion. As a result, the Travel Promotion Act is expected to have a positive budgetary impact and will actually help reduce the federal deficit.

The U.S. Travel Association has also announced its support of an additional piece of legislation designed to increase domestic travel and tourism. The Travel Regional Investment Partnership (TRIP) Act (H.R. 4676) would create a matching grant program to be administered by the U.S. Department of Commerce that would promote domestic tourism through local and regional partnerships. Roger Dow, president and CEO of the U.S. Travel Association, said the TRIP Act will be “a great vehicle to take advantage of travel’s enormous power to stimulate the economy and create jobs in our local communities.”

For more details on the Travel Promotion Act and the TRIP Act, please visit the U.S. Travel Association’s website.

Tim Schneider
Schneider Publishing Company

Whenever a destination makes the decision to host a sporting event—whether it’s the Olympic Games or a lower-profile competition—there’s usually discussion of the event’s direct economic impact and oftentimes a discussion of the long-term legacy of having hosted the event.  While economic impact is something that can be measured fairly quickly, evaluating the true legacy of an event takes much longer. That’s because years must pass before you can make an informed judgment as to whether or not the event has had a long-term beneficial impact for the host destination.

As the world prepares for the Winter Olympic Games in Vancouver, it’s appropriate to look at the legacy that was left by that event the last time it was staged in North America: the 2002 Winter Olympic Games in Utah. According to tourism officials in Salt Lake City, Park City and Ogden, Utah, their three cities demonstrate the transformational impact of hosting a major sporting event. The most visible of those changes was probably the general infrastructure improvements made as a result of the 2002 Games (including new hotels, improved ski resort amenities, a revamped freeway system, a new light-rail service for the Salt Lake Valley and new passenger train service connecting Salt Lake and Ogden).

But, according to those officials, the long-term impact includes other less visible effects. The tourism officials cite a sustained increase in the number of people who visit Utah each year (20.4 million in 2008 versus 17 million in 2000), growth in Utah “skier days” (4,259,000 in 2007–2008 versus 2,984,000 in 2000–2001), and a tourism infrastructure that generated $7.1 billion in spending in 2008 versus $4.25 billion in spending in 2000. Perhaps most importantly, the tourism industry in Utah now provides 113,030 jobs versus the 100,674 jobs it provided in 2002.

According to tourism officials, Utah has also become a training ground for winter athletes thanks to the access they have to world-class venues, coaches and high-level competition. From an event perspective, according to the Utah Sports Commission, the state has hosted more than 350 sporting events since 2002, which have generated more than $1 billion in economic impact, and the state continues to host major sporting events at both Olympic and non-Olympic venues.

Officials also point to the legacy of economic growth and prosperity that translates into ongoing economic development for the state. In the years since hosting the 2002 Games, several outdoor-recreation companies (including Rossignol, Descente and Amer Sports, parent company of Salomon, Atomic and Suunto) have relocated to or expanded their operations in Utah. The national governing body for speedskating also relocated to the state following the 2002 Games.

The elected officials of destinations considering bidding for sporting events large and small would do well to consider Utah’s experience and the coordination that exists there between the statewide Utah Sports Commission and the convention bureaus representing Utah cities. The lessons learned in Utah speak volumes regarding the potential benefits that can be derived from hosting sporting events and can be applied to communities and events of all sizes.

Tim Schneider
Schneider Publishing Company

Meeting Professionals International has released FutureWatch 2010, its annual study of the meetings industry conducted in partnership with American Express. The study revealed signs of cautious optimism about the meetings industry’s prospects for the coming year. Because MPI’s membership includes both corporate and association meeting planners, the FutureWatch study allows an annual comparison of how those two markets are faring relative to each other. Given the battering that corporate meetings suffered during 2009, it’s not surprising that this year’s study indicates that association meetings will once again be a relatively healthier market segment in the coming year.

When MPI asked meeting planners about the professional challenges they expect to face during 2010, association meeting planners were less troubled than their corporate counterparts across the top eight concerns cited. Among other things, association meeting planners were less concerned about potential budget cuts and the public perception of meetings.

Another key finding of this year’s study is that proximity and practicality will be important attributes of the meetings that will be planned during 2010. This finding buttresses the argument that during times of economic uncertainty, members of local, state and regional associations tend to increase their participation while members of national and international associations tend to curtail their attendance at meetings held in distant locations. Indeed, FutureWatch 2010
concludes that the meetings of local, state and regional groups are more likely to realize attendance gains than national and international gatherings.

Other major findings of FutureWatch 2010 include:
• Competitive pricing on the part of hotels and meetings industry suppliers will continue to be important.
• A back-to-basics philosophy will prevail during the coming year: Value and quality will be more important than frills and extras.
• The return on investment (ROI) that organizations receive from the meetings they organize will continue to be a major concern of meeting planners.
• Social responsibility will be a continuing concern for meeting planners.
• Technology providers will find an enthusiastic market for affordable Internet access at meeting facilities, and for the virtual and web-based technologies that are becoming an increasingly important part of the meetings mix.

While the meetings industry awaits a solid rebound in corporate meetings and incentive travel, the good news is that the meetings of state and regional associations are continuing to provide millions of hotel room nights and billions of dollars in economic impact in cities large and small. Based on MPI’s FutureWatch 2010, the meetings of state and regional associations will play an even more important role in restoring the health of the travel industry in the coming year.

Tim Schneider
Schneider Publishing Company

The botched terrorist attack on Christmas Day has raised the tension levels once again among those who would normally travel on airplanes. That tension is created more by the prospect of long lines and delays at security checkpoints than it is by the threat of additional attacks. The most recent incident comes at a time when, according to Y Partnership and U.S. Travel Association research, only 18 percent of U.S. adults are planning to take an overnight trip for business purposes between now and the end of April (down from 23 percent a year ago). Given this as the backdrop, it has never been more important for association executives to create compelling reasons for their members to travel to association meetings, conventions and trade shows.

State and regional associations tend to have it a bit easier in this regard than do associations that are national and international in scope. That’s because attendance at a state or regional association meeting typically requires a shorter trip. Indeed, as we’ve seen in the past, the mere expectation of an increase in time spent waiting in lines at airports is enough to send many meeting-goers to their cars, even for meetings that are as far away as 500 miles. But whether attendees are expected to fly or drive, association leadership must still make a compelling case for why the trip is necessary in the first place. Here, then, are some basic suggestions that can help your association make that case:

1. Attendance at the association meeting will provide professional education not available elsewhere. Whether or not your association runs a professional certification program, be sure your meeting’s agenda includes unique and targeted educational content that your attendees will find practical and germane to their profession. Look at ways to enhance your meeting’s educational component so that members will be less likely to view it as the same thing they always get at your meetings. This will make it less likely that they will skip a meeting.

2. Attendance at the association meeting is a unique networking opportunity not available in any other setting. In your promotional materials, be sure to highlight the types of attendees and the networking opportunities that will be available. As you formulate your meeting’s agenda, be sure that ample networking opportunities have been included. Every break or off-site activity has the potential to be made more valuable if planned with an eye toward helping attendees meet and visit with people they might not otherwise get to meet.

3. Remember that one good idea or one new relationship that results from your association meeting is often enough ROI to keep a member coming back. If, however, attendees leave your meeting feeling like they didn’t learn anything, were not exposed to any new ideas or didn’t meet any new people, you really have no right to expect them to attend again. Search out members who have had success at your meetings and find out what made those successes occur. Review attendee surveys from previous years and speak with attendees who have had positive experiences to learn more. Build upon those successes and you’re sure to create additional compelling reasons for your members to attend your events.

Tim Schneider
Schneider Publishing Company

Writing recently in The New York Times business section, media columnist David Carr reviewed the successful career of Oprah Winfrey, who has announced that she’s ending her popular daytime talk show in 2011. While at first blush, Oprah may not have much in common with the typical association executive (among other things, Forbes has estimated her net worth at more than $2.3 billion), there are lessons from her 25-year run that all managers can apply to the way they run their organizations. In Carr’s column, most of these lessons take the form of the things Oprah did not do in order to become a success:

Oprah never put her name on merchandise or licensed her name to be used by others. As Carr points out, these are things that many of her contemporaries such as Martha Stewart, Donald Trump and a host of other would-be moguls have done with decidedly mixed results. Association executives are also often tempted to put their organization’s names on products that may not be central to their group’s membership value proposition. As Carr points out, Oprah made her brand stronger by refraining to have it plastered in all the obvious places.

Oprah never made deals just for the sake of synergy, never made investments that put a strain on her core business and never let office politics boil into public view. In this list, Carr includes those things that have undone media power players such as Barry Diller, Sumner Redstone and Michael Eisner. Here, the lesson of bringing a high level of discipline to the management of an organization is something that association executives can take from Oprah’s experience.

Oprah never got involved in businesses she didn’t understand and she never rose past her level of competence. In this instance, Carr draws a comparison between Oprah and Edgar Bronfman, Jean-Marie Messier and “just about everybody else in the media world” who have violated what should be basic tenets of organizational management. Recognizing and playing to your strengths is just as fundamental for an association executive as it has been for Oprah.

Oprah never felt constrained by conventional wisdom. Carr points out that Oprah turned down numerous movie roles following her debut in “The Color Purple” because she “knew her talk show was the thing that would butter her bread.” Carr also points out that as tabloid television gained popularity, Oprah moved in the opposite direction and built an even bigger audience by promoting good books and providing an uplifting experience. In this instance, managers who think they can only move their organizations in directions that others expect should consider what might be accomplished if conventional wisdom is turned on its head.

Of course, while Oprah is ending her talk show while it’s still on top, she won’t exactly be fading from the media landscape. She has spawned several other talk shows now in syndication and she will launch her own cable channel, the Oprah Winfrey Network, in 2011. In concluding his column, Carr quotes Oprah as saying, “I don’t know what the future holds, but I know who holds it.”

On behalf of all of the people at Association News, best wishes for the holiday season. Here’s wishing you all the success you envision for yourself in 2010!

Tim Schneider
Schneider Publishing Company

The role of generational differences in a person’s propensity to join an association is a topic on which we’ve written frequently in the past few years. Now, the Center for Exhibition Industry Research (CEIR) has produced a large-scale generational study focused on the exhibitions and events industry. Associations that organize trade shows or conferences will find many of the findings of the CEIR study of interest.

The importance of getting off to a good start with Millennials (ages 18 to 27). The CEIR study found that exhibitions and events can win or lose this enormous generation with their all-important first impressions. The core values and attitudes of Millennials were found to be a dedication to excellence along with a passion about the contributions they make to society through their careers. According to CEIR, exhibitions and events represent a very good opportunity to nourish and satisfy those passions. However, it is important for event organizers to view Millennials not as once-a-year visitors to a single event, but instead as valued customers and as members of a professional club—a community—that gets together on an ongoing basis to learn together, advance their careers together, and secure their futures together.

Understanding the members of Generation X (ages 28 to 39). Generation X was America’s first generation of latchkey kids who often came home after school to an empty house since both of their parents were working. Now in adulthood, they are oftentimes called the “Family-First Generation.” According to the CEIR study, Gen Xers do not want to become workaholics whose work hours intrude into their personal lives, especially their time with their children. In many ways, Generation X is an “island generation,” very unique in its core values from all other generations and almost certainly the toughest sell for exhibitions and events. Exhibition organizers therefore need to give customized, generation-specific attention to Generation X.

Do not overlook Boomers (ages 45 to 63). Boomers are the career-driven generation and define themselves by their work, by their “contribution.” According to the CEIR study, they possess virtually all of the core values essential for a positive predisposition toward exhibitions and events. America is a Boomer-led nation. For the next decade, America’s executive suites will be occupied by a Boomer majority who will make the decisions about budgeting for and on attending exhibitions and events.

The CEIR study concludes that it is vitally important to train your association’s personnel in generational strategy. Each generation of prospective attendees is unique and each responds differently to various sales and marketing appeals. As a result, generational considerations must be included in the upfront design and planning of your association’s trade shows and events, in marketing and advertising efforts, and in post-event follow up. For more information on incorporating generational planning for your exhibitions and events and on “The Power of Exhibitions in the 21st Century,” please visit www.ceir.org.

Tim Schneider
Schneider Publishing Company