Foundational Recommendation: First 18-Months of 5-Year ... · Drove more value to members Restructured governance Greater emphasis on marketing Foundational Reccomendation (21K+ individuals

A Holistic Evaluation of MSBA’s Current State & Future v3.1

Foundational Recommendation: First 18-Months of 5-Year Vision

Board of Governors Retreat

May 12, 2017

1

BOG Timeline

Holistic Review

Announced

President Storm formally

directs the new ED to launch a

holistic evaluation of the

MSBA encompassing seven

areas of focus.

75-Day

Interim Update

/

Observations

‘Foundational’

Recommendations

1st set of recommendations to

support the ultimate evolution

of various areas, functions,

capabilities, approaches

within the MSBA

BOG deliberates on proposal

to guide next six months.

Initial BOG

Feedback

Solicited

Association

Models for

Success

Presented Break out groups

Includes presentation by CEO

of MD Association of CPAs

January, 2017

MS B AF ounda t i ona l

Reccomenda t i on

February, 2017

April, 2017

March, 2017

High level observations

provided

May, 2017

2

BOG Timeline

‘Foundational’

Recommendations





within the MSBA



Association

Models for

Success

Presented Includes presentation by CEO

of MD Association of CPAs

MS B A

April, 2017

May, 2017

F ounda t i ona l

Reccomenda t i on 3

CEO of MACPA Highlights

MS B A

CPA profession: similar market forces journey (i.e. HR Block, Turbo Tax), demographics and now automation

and AI (Airbnb vs. Marriott & Uber vs. NYC Taxis)

Referred to Report of Legal Services in US by ABA

Stressed important of future planning/action now or we will be ’overtaken’ my market realities

Five (5) steps in his estimation Initiate change timely

Go Digital

Elevate skills and capabilities of the organization

Protect the core product and membership

Enjoy the ride

MACPA Journey included Cloud infrastructure

Renovation of office space for openness & collaboration

Innovated in eLearning

Drove more value to members

Restructured governance

Greater emphasis on marketing

F ounda t i ona l

Reccomenda t i on

(21K+ individuals viewed on LinkedIN)

4


MS B A

CPA profession: similar market forces journey (i.e.. HR Block, Turbo Tax), demographics and now

automation and AI (Airbnb vs. Marriott & Uber vs. NYC Taxis)




Go Digital



Enjoy the ride







F ounda t i ona l

Reccomenda t i on 5


MS B A

CPA profession: similar market forces journey (i.e.. HR Block, Turbo Tax), demographics and now

automation and AI (Airbnb vs. Marriott & Uber vs. NYC Taxis)




Go Digital



Enjoy the ride







F ounda t i ona l

Reccomenda t i on 6

ED April BoG Comment Highlights

MS B A

The CPA profession and MACPA experience was chosen for a reason

We have been discussing where we have been and are…

Focused on building a foundation and the need to plan for MSBA 5-years from now

We need a guiding strategic vision which we align all efforts around

We must honor the diversity of our profession and identify an enhanced value for a broader spectrum of

members (i.e. all professional segments, geographic areas, demographics, etc.)

We need to be more relevant in the professional lives of our members and the thousands that don’t belong

We cannot wait to start our journey in response to hard data, market forces and projected results

Speed & accelerated efforts are critical to us and the norm in today’s environment

F ounda t i ona l

Reccomenda t i on 7

ED Previous Comment Highlights

MS B A

Strong historical foundation & legacy as association representing the legal profession in MD

Many passionate and driven members

As we’ve kept dues low and limited our offerings, perception of value continues to go down

9% cumulative reduction in membership past three years

$1 million cumulative reduction net assets over the past three years

Cost of adaptation and change will be significant due to 15-20 years of materially no technology,

infrastructure, innovation, branding or awareness investments

Communications limited to MSBA vehicles and is not modernized (digital)

Defining and ‘care & feeding’ of brand hasn’t occurred

17 pages of logos

Sections budgeting and financial considerations voiced

Lots of meal money and SIP fund discussions

Designations (MBA, CAE, SPHR) & years of association experience (AICPA, AAA, DC Bar) provides

frameworks and benchmarks to think about issues; we should look beyond ‘Bar world’ for examples

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Reccomenda t i on 8

Holistic ReviewExecutive Director Areas of Focus

1

Organizational & Operational

Effectiveness2

3

4

5

6

Business & Operating Model

Scalability & Resiliency

Governance Model

HQ & Infrastructure

Effectiveness

Enterprise Risk &

Environmental

Opportunities/Threats

7Voice of Member: Prior surveys, committee(s) reports & ‘500

Voices’ campaign*

*ED seeks to personally meet with approx. 500

members <6 months throughout MDMS B A

F ounda t i ona l

Reccomenda t i on 9

MS B A

Highlights of Observations & Data

(10 slides <10 minutes)

F ounda t i ona l

Reccomenda t i on 10

Hyper Participants

Checkbook

Passive Value

Active Value

Association Membership Value Segmentation


Reccomenda t i on11

MS B A

Advertiser churn rate is 69% (i.e. number of advertisers that drop annually due to brand

ineffectiveness)

CLE demand strong/constrained

Top 23 MSBA publishing titles are authored by individuals with an average age of 75

Time to publish & delivery formats constrained

Lexis deal dynamics

Contributor Age PublicationTitle

ConstancePutzel 95 PracticeGuidetoFamilyLaw Recentlydeceased

BernardJ.Sevel 93 Worker'sCompensationManual

Hon.PaulAlpert 82 CivilPatternJuryInstructions

WilliamKerr 76 Divorce&SeparationLaw

RobertRombro 74

Divorce&SeparationLaw,ResidentialRealEstate

Transactions,DivorceTaxWorkshop,MarylandTaxes

TheodoreCornblatt 74

Worker'sCompensationManual,CivilPatternJury

Instructions

MichaelA.Millemann 73 CriminalPatternJuryInstructions

PaulMarkSandler 72

PleadingCausesofActioninMaryland,PatternExaminationof

Witnessess,AreYouSmarterThanaLawClerk,Appellate

PracticefortheMarylandLawyer,MarylandDiscovery

ProblemsandSolutions,AnatomyofaTrial,RaisingtheBar:

PracticeTips&TrialTechnique

AllanJ.Gibber 70

GibberonEstateAdministration,PracticeManualforthe

MarylandLawyer,EstateAdministrationEveningSeries

HonStevenPlatt 70 CivilPatternJuryInstructions

CharlesH.Fax 69 DiscoveryProblemsandSolutions

NeilDiloff 69 CivilPre-TrialPractice

JamesK.Archibald 68

PleadingCausesofActioninMaryland,PatternExaminationof

Witnessess

Hon.PaulGrimm 66

TakingandDefendingDepositions,DiscoveryProblemsand

Solutions,FundamentalsofTrialEvidence,Murphyand

GrimmsComparativeGuidetotheMarylandandFederalRules

ofEvidence

AgingContributingAuthors


F ounda t i ona l


MS B A

‘Clique’ Perception

Solo Focused (acute perception issue with mid-large firm lawyers)

Perceived/real geographic limitation

Not a ‘go to’/ relevant organization

Lack of time to go to events/meetings so elect not to belong (i.e. individuals believe that’s primary/value

focus)

My employer/colleagues don’t value so I don’t

Consultants on business development for law firms cite Bar affiliation as not area of importance

Can’t ascend in modern ways/timing to make sense professionally

Board members

Transparency needed on budgeting, governance & ascension

Some committees not meaningfully allowed to ‘contribute’


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MS B A

Experienced members and solo practitioners indicated highest level

of satisfaction in McKinley survey

Opinions on what the MSBA should focus on was very widespread

Comments often conveyed the well intended bias of individual (i.e.

younger members indicating not a modern organization, tenured

members focusing on the events, in-house lawyers focusing on that

lack of relevance to them, etc.)

Reinforced the need for micro-segmentation of value proposition


F ounda t i ona l


14%

7%

1%

5: Extremely satisfied

4 3 2 1: Extremely dissatisfied

Overall, how satisfied are you with your membership in MSBA? (N=1,788)

43%

35%

Forty-nine percent of members expressed satisfaction with MSBA.

MS B A


F ounda t i ona l


41%

0%

20%

40%

80%

100%

Benchmarking Value to Cost(% Indicated value of membership is greater than the cost)

18%

12%

62%

60%

MSBA:17%

Average: 32%

Red bars: Professional associationsGray bars: Professional associations in legal field

MS B A


F ounda t i ona l


Satisfaction Indicators by Practice SettingSatisfaction Indicators by Practice Setting

Satisfaction Value to Cost(Value is greater

than cost)

Net Promoter Score

Solo Practitioner 62% 27% 10

Small to Mid-Size Firm 56% 20% -4

Large to Very Large Firm 48% 21% -8

Government Agency/Position 46% 10% -20

In-House Counsel 43% 7% -32

MS B A


F ounda t i ona l


7%

11%

13%

13%

18%

26%

27%

39%

38%

43%

43%

55%

61%Lawyer Counseling

Law Office Management Assistance

Legal Career Center

Annual/Midyear Meetings

Advocacy efforts

Member discounts

Legal resources

Online Resources

CLE Programs and Publications

Sections and Section resources

Maryland Lawyers Manual

MSBA website

MSBA publications

Please rate the following MSBA offerings in terms of your satisfaction with each.

% Indicating "Don't know"

Members are unsure of the value of many MSBA offerings, likely due to limited participation or awareness.

MS B A


F ounda t i ona l


Perceptions

17%

22%

28%

33%

46%

53%

58%

60%

63%

MSBA provides effective solutions for the professional challenges I confront

MSBA plays an important role in helping to advance my career

MSBA is the first place I turn to for legal information and resources

I see my interests reflected in the work of MSBA

MSBA makes it easy for me to participate

I am kept well informed about the benefits and resources available to me as an MSBA member

I am proud to be an MSBA member

MSBA effectively promotes a positive image of lawyers

MSBA is a respected authority on questions of ethics and standards of practice

What is your level of agreement with the following statements? (N=1,621)

MSBA not widely

perceived as a

go-to source for

solving

professional

challenges

MS B A


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MS B A

Membership Demographics

Declining representation within profession

Dropped from 65% to 56% within past 10 years

Since June, 2012 there have been 7,600 new admittees; 39% never joined

Dues Rate Strategy & Net Results:

Lowest in region @ blended dues rate of $127 (includes lower dues for <5 years of practice)

Budgeted deficit past three fiscal years

Net Assets declining past three years

$4,496,791

$4,032,915

$3,639,646

6/30/14 6/30/15 6/30/16

F ounda t i ona l


BOG Timeline: 5-Month Journey to Date

‘Foundational’

Recommendations





within the MSBA



MS B A

May, 2017

F ounda t i ona l

Reccomenda t i on

HyperParticipants

Checkbook

PassiveValue

ActiveValue

AssociationMembershipValueSegmentation

M S B A 7 5 - D a y U p d a t e

41%

0%

20%

40%

80%

100%

BenchmarkingValueto Cost(%Indicatedvalueofmembershipisgreaterthanthecost)

18%

12%

62%

60%

MSBA:17%

Average: 32%

Redbars:Professional associationsGraybars:Professionalassociationsinlegal field

M S B A 7 5 - D a y U p d a t e

Highlights of Data & Observations

21

MS B A

Thanks to the Board of Governors,

President Storm, & the entire Executive Committee

for the support these first 5-Months…

Thank You ALL in Advance

For Your Consideration Today

F ounda t i ona l


MS B A

Recommendation Overview

F ounda t i ona l


MS B A

Window of opportunity and time to reverse trends is limited

Leverage MSBA strengths but don’t be constrained by them

Contracting to grow vs. investing to grow

Organizational brand & vision

Overarching strategy, objectives & priorities to guide organization

Governing model & governance are not independent of strategy

Bylaws, Policies, procedures & practices should be in sync

Economic model not sustainable

Need to address value & redefine engagement across a spectrum (not one or a few answers)

Technology will be a key enabler; mobile first strategy & digital presence essential

Pace & quality of staff output, progress and performance

Foundational recommendations are NOT the totality of what must be addressed

There will be 18-months (and beyond) of TBD additional activities enabled by the foundational

recommendations

Leverage the MSBA’s strength as a volunteer led organization

Staff’s professional association leadership experience

Key Considerations

F ounda t i ona l

Reccomenda t i on24

Approach

MS B A

There are 25 components of the Foundational Recommendation

The components represent action in 2017 & 2018 (18-months) as part of a 5-year vision

Focused on challenges & assumes strengths

Some components of the recommendation may require us to change a long ago drafted bylaw which will

be handled via a structured review process

These listed components of the recommendation do not include numerous planned enhancements,

initiatives and tactics that are within the ED’s areas of focus (i.e. not board level)

The holistic evaluation focused on seven (7) areas and the recommendation components encompass

twelve (12) categories of action with one or more recommendations

There are both monetary and non-monetary items for board consideration.

F ounda t i ona l


Twelve Categories of Action

MS B A

Strategic Planning

Brand Development

Digital Marketing & Content Distribution

PR, Media Relations & Communications Modernization

Member Value Enhancement

Publishing Business Model Modernization

CLE Model Reinvigoration

Events Growth & Diversification

Technological Platforms & Capabilities Enhancements

Organizational Capabilities & Restructuring

Dues Rate Strategy & Reserves Replenishment

Governance Optimization Changes

VISION: Governance, dollars, committees, sections and all efforts guided by a vision, priorities and specific objectives.

F ounda t i ona l



MS B A

Strategic Planning

Brand Development











AWARENESS: Critical modernization to drive relevancy, affiliation and value

F ounda t i ona l



MS B A

Strategic Planning

Brand Development











VALUE: why belong, engage, buy & affiliate

F ounda t i ona l

Reccomenda t i on28


MS B A

Strategic Planning

Brand Development











CAPABILITIES: Modernized ability to deliver

F ounda t i ona l



MS B A

Strategic Planning

Brand Development











STRATEGICALLY GOVERNING: Effectively leveraging volunteers, staff, dollars & tools

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MS B A

Recommendation

Components

F ounda t i ona l


1. Establish the ‘MSBA Horizon 2022’ or strategic vision to guide budgets, committee work and align ‘all of MSBA’ to achieve a focused outcome

with completion Feb, 2018

2. Revamp branding (logo design, modernity & digital nature of organization) & standardize across all properties with a target of October, 2017

3. Digital marketing (paid click, banner ads & email) for 100% of offerings including membership by 1st quarter, 2018

Become a top 3 result in 7 key categories via SEO efforts

4. Digital content delivery for a selection of offerings (1st offerings in 1st quarter of 2018)

5. Develop a full Video Production capability & modernize communication vehicles by March, 2018

6. Full revamp of Bar Journal & Bar Bulletin including new video/podcast digital offering by April, 2018 (may require partial outsourcing)

7. Evolve the Lawyer Directory to a closed platform/search engine solution offering (no longer print) by May, 2018

8. Dramatically increase substantive and soft skills content (i.e. new content) driving value by end of 2018

9. Invest in staff, product development and production capabilities to grow publishing revenue by 50% within 30 months

10.Invest in technology, physical space and tools to grow CLE revenue (ongoing)

11.Increase to 4-6 annual events of varying sizes beyond mid-year and annual meeting by end of 2018

12.Offer free CLE for renewals in 2018

13.Acquire 5 technology platforms/solutions that address the core of Bar association business (AMS, Communities, Marketing, Email, LMS) by April,

2018

14.Identify a turnkey 5-year MSBA Meeting & Learning Center leasing opportunity for 2018 occupancy, centrally located and parking friendly

15.Do a partial renovation of Bar headquarters to improve functionality for member facing area (1st floor), 2019

16.Partner with the Daily Record and/or other media (i.e. BBJ) on a brand extender initiative in 2017/18

17.Conduct a digital member recapture campaign in conjunction with President’s priorities coupled with Board of Governors active support (i.e.

reinforce the President’s theme/messaging); 2017

17 Monetary Components of Recommendation

32

1. Establish a task force to recommend changes in President selection process, to take effect in 2022, broadening the leadership profile spectrum;

recommendations June, 2018

2. Evolve Committee Chair selection process to be addressed by a newly formed Nominations Committee by January, 2018

3. Evolve the charter/mission of the Budget & Finance Committee

3a. Establish five year budgeting, dues rate & reserve replenishment model by January, 2018

4. Revamp bylaws focused on appropriate governance roles, alignment to strategy vs. independent efforts and modernized structure to reflect

current approach

5. Establish a JV/Strategic Alliance task force to focus on enhancing member value perceptions around direct MSBA ‘public interest’ work vis a vis

our relationship MBF, PBRC, MVLS, CLREP etc. and seek economies of scale in operational costs and talent sharing; recommendations by May,

2018

6. Establish a task force to develop a ‘Bar Landscape’ strategy to bring greater operational and strategic alignment between Bar’s in Maryland

7. Establish formalized oversight by the Executive Committee for this overall initiative with monthly reports by the Executive Director to the full Board

of Governors commencing in September, 2017

7 Non-Monetary / Governance Components of Recommendation

33

MS B A

Staff capabilities and experience must align with the technologically centric/digital nature of go

forward strategy

Use of consulting and/or contracted labor for expertise to launch rapidly, accelerate outcomes and

deliver beyond staff capabilities (or impractical cost to have such skill(s) on staff) required

Joint ventures, quasi-merging of operational activities, co-branding and other efforts likely important

in order for us to ‘punch above our weight’

A new focus on non-hyper participants will result in a shift/expansion in what we emphasize as a value

& engagement

Voices that are not long standing leaders of MSBA should be added to the mix helping to visualize our

future

Dues increases would need to occur to fund decade long plus lack of investments in key efforts, driving

value, and improved membership performance

The dollars requested, addressing decade plus issues, may be insufficient to achieve on the timeline or

with the complete scope desired and does not represent a full ask

Implications of Recommendation

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MS B A

Use of Strategic Reserves

to Implement

Recommendation

F ounda t i ona l


MS B A

Implications to Use of Reserves: Year 1 & 2

F ounda t i ona l


Capabilites/Driving Outcomes

7%

Branding Modernization1%

Technology & Digital Solutions

23%

Limited HQ Renovations/2nd Yr

Lease16%

Staffing Enhancements5%

Operating Contigency Reserve

48%

$3.8 Million ReserveProjected Use Percentages*

* Estimated allocation percentages; cross component funding fungibility and important element in achieving optimal performance

MS B A

Multi-Year Dues Rate & Reserves Replenishment Strategy

F ounda t i ona l


Smaller incremental dues increases to avoid large fall off (beyond current experience of 9% in past 3

years)

Objective is to break even <2 years and begin replenishing reserves

Target reserves is 50% of operating expenses (plan brings us to approximately 30% and seeks to

make incremental progress back to 50%)

Seeks to achieve membership growth of 13% <5 years

Allows for budgeting & planning decisions over arc of time vs. a snapshot of a year

Removes perception of dues rate ’responsibility’ from President

Sets minimum increase; may be adjusted upward

Target increase levels of $5-10 in any given year$

10

$8

$7

$6

$5

2017 2018 2019 2020 2021 2022

ANTICIPATED INCREMENTAL DUES INCREASE SCHEDULE

MS B A

17 Monetary Components

Detail

F ounda t i ona l


F ounda t i ona l

Reccomenda t i on

Leveraging the strategic planning experience of the ED, establish an 6-month strategic visioning process, professionally facilitated by BLI, inclusive of multiple in-person focus groups, roadshows, surveys, polls, etc. which draws in the full spectrum of the profession (by segment and geographically) , including non-members and former members, with regular engagement by the Board of Governors, who would directly serve as the participating ‘committee’ in the effort with the (xxxx) as Chair.

Recommendation

Objectives

A limited number of Strategic Priorities & Objectives, forming the MSBA Horizon 2022

Guides the President, BoG, Committees, Sections, Initiatives, Budgets and Staff efforts with a multi-year perspective.

Serves as the basis for a multi-year budget, technology roadmap, dues rate and reserves strategy.

Enhanced year/year continuity and management of resources

McKinley, Planning Committee, ED Holistic Evaluation, other association strategic efforts & inputs will aide in informing the process

Efforts should be concluded by February, 2018

MSBA will have enhanced surveying and technological capabilities

The staff liaison to the effort will be the Brand, Media & Marketing role not yet hired

Considerations

Operating Assumptions

No. 1 of 17

39

F ounda t i ona l

Reccomenda t i on

Revamp branding (logo design, modernity & digital nature of organization) & standardize across

all properties with a target of October, 2017Recommendation

Objectives

Greater recognition of the full spectrum of offerings and impact the MSBA has in the legal community statewide in both physical and digital environments as part of value proposition enhancement efforts

Establish a consistent, modern and digital friendly brand identity that supports more sophisticated communications, marketing and outreach efforts

More effectively leverage the MSBA brand across properties (i.e. Journal, web, books, onsite events, etc.), affiliated entities, campaigns/initiatives (Mock trial, etc.), advertising and platforms

Must consolidate 17 pages of logos and disparate and non-coordinated imagery for nearly all MSBA efforts

In house expertise and capabilities in brand definition, design, and branding standards limited

Must be achieved early in the process to begin reinforcing value asap

Externally supported effort

Will be part of a newly defined staff role once rebranding established

Considerations


No. 2 of 17

40

F ounda t i ona l

Reccomenda t i on

Digital marketing (paid click, banner ads & email) for 100% of offerings including membership by

1st quarter, 2018Recommendation

Objectives

With nearly half of the potential member base not participating in membership, must communicate beyond our captive platforms (i.e. Journal, Bulletin, emails and physical mailings)

Non-membership is significantly younger than existing membership demographics and reaching those segments is highly dependent on digital marketing and reaching them where they surf and view (versus older demographics that currently belong where digital marketing is less effective)

Must ensure continuation of non-digital efforts for existing segments of membership spectrum so campaigns must be coordinate (i.e. Journal, Bulletin, email, brochure is coordinated with banner ad, search engine result, email ad placements, etc.)

Internal capabilities/expertise is a constraint so initial efforts will be outsourced with the goal of internalizing functions over time

Experience with targeting micro-segments is limited and will require significant learning by staff, aided by volunteer participation

Considerations


No. 3 of 17

41

F ounda t i ona l

Reccomenda t i on

Digital content delivery for a selection of offerings (1st offerings in 1st quarter of 2018)Recommendation

Objectives

Incremental unit sale, revenue and/or consumption (member benefit content) beyond existing base

Address impending irrelevancy of large portions of MSBA product offerings

Key component of cost effective ability to enhance member value proposition (i.e. providing content more easily consumed becomes one of the ala carte benefits)

Must prioritize the nature of content to developed for digital formats (i.e. biggest bang for buck content first)

Current legacy technology platforms don’t support a digital content strategy; tech upgrades a dependency

Need to monitor competitive environment; curate/aggregate when possible

Requires external experience/capabilities for initial waves of activity

Subject Matter Experts within Sections community will be amenable to digital delivery (i.e. accept a new way to provide the content to MSBA for delivery to its members & beyond)

Considerations


No. 4 of 17

42

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Reccomenda t i on

Develop a full Video Production capability & modernize communication vehicles by March, 2018Recommendation

Objectives

Short video messaging is significantly more impactful and an essential part of branding, marketing, communications and learning

This form of media evokes perceptions a more modern organization which large segments of non/former members cite as one of many reasons they choose not to belong (”seems like an outdated club”)

Essential component of rebranding and member recapture/capture campaigns in support of reversing the multi-year contraction in membership

Ability for technology platforms to host or cloud host significant amounts of storage necessary for a large video catalog

Combination of in-house video capture/production and third party efforts required

Considerations


No. 5 of 17

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F ounda t i ona l

Reccomenda t i on

Full revamp of Bar Journal & Bar Bulletin including new video/podcast digital offering by April,

2018 (may require partial outsourcing)Recommendation

Objectives

Key element of communications enhancement and desire to penetrate readership not currently interested in newspaper and magazine formats

Branding reinforcement effect

Key component to protect and potentially enhanced advertising revenue associated with these properties

Addresses segments of the membership not currently addressed via integrated web, Bulletin, Journal, digital and social media campaigns

Existing relationship with The Daily Record will require their participation in redesign efforts

Materially changing the physical products may result in costs therefore largely limited to design changes

Rationalizing Journal issue frequency and focus necessary

Redesign of materials requires third party expertise and branding coordination

Physical print will continue until demographics of existing membership mix (vs. future mix) makes it appropriate

Considerations


No. 6 of 17

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Reccomenda t i on

Evolve the Lawyer Directory to a closed platform/search engine solution offering (no longer print)

by May, 2018Recommendation

Objectives

Addresses diminishing utility versus more dynamic online tools

Improvement on a format which reinforces the less modern perception of the organization for segments of the membership

Member benefit and value opportunities if new offering properly designed (i.e. can’t simply be a PDF of the directory or non-actionable data set)

A sizeable segment of the membership continues to desire print

For profit competitors have significantly advanced what a ‘directory’ means online

Technology platforms don’t support this currently

Application developer or third party platform/solution, integrated to the anticipated AMS platforms, necessary

Will require extensive marketing to promote the new model as MSBA has ceded the aggregator space to other entities and search engines

Considerations


No. 7 of 17

45

F ounda t i ona l

Reccomenda t i on

Dramatically increase substantive and soft skills content (i.e. new content) driving value by end of

2018Recommendation

Objectives

An important element of member value enhancement (per survey feedback)

Leverage a key differentiator between MSBA and other entities

Addresses segments of the membership spectrum not currently served (i.e. managing finances for young professionals is an example of one content area of many)

Addition of cost effective value (i.e. we can develop and deliver at low marginal costs versus other forms of value)

Sections community is a significant source for this content

Ability to produce timely and deep content on a regular schedule has proven challenging in the past

Highly independent Sections versus centralized planning exists

Need collaboration platforms/tech to enable this to occur with less ‘friction’

Soft skills content may be acquired from non-legal profession sources

Considerations


No. 8 of 17

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F ounda t i ona l

Reccomenda t i on

Invest in staff, product development and production capabilities to grow publishing revenue by

50% within 30 monthsRecommendation

Objectives

Address revenue opportunities

Address major content creator concerns (average age of 75 for top 23 titles)

Solidify the MSBA position as a ‘go to’ organization for this type of content

Expand the breadth of offerings to tap new segments of members & customers

Reinforce the brand with more modernized delivery formats versus physically printed books and thus perceived value

Enhance the utility of publishing product (i.e. fully hyperlinked content vs. static book)

Existing revenue share relationship with Lexis is less advantageous but necessary in the near term

FastCase represents an opportunity

MSBA will need to develop an author strategy to replace the ranks of existing authors

Significantly better situated competitors exist

Additional staff will be necessary with a goal of covering 75-80% of their costs via added revenue in Year 1 & 2 and 100%+ thereafter

Technology platforms necessary

Publishing consulting resource will enhance ability for MSBA to evolve the model

Considerations


No. 9 of 17

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F ounda t i ona l

Reccomenda t i on

Invest in technology, physical space and tools to grow CLE revenue (ongoing)Recommendation

Objectives

Grow CLE revenue

Grow CLE offerings

Grow online portion of CLE consumption (with lower incremental costs)

Grow capacity for in person CLE reinforcing the value of affiliation with the MSBA

Maintain pricing competitiveness/value in catalog of offerings

Address current ‘friction’ in purchasing

Upgrade materials and delivery methods

Bar HQ serves a suboptimal learning location

InReach relationship requires re-rationalizing given the pricing model in effect (renewal in July, 2017 for 1 Year)

Single sign on, a standard feature, doesn’t exist at MSBA

MSBA may require its own LMS for greater flexibility

Webcasting and physical space constraints should be addressed with an alternate location

Considerations


No. 10 of 17

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F ounda t i ona l

Reccomenda t i on

Increase to 4-6 annual events of varying sizes beyond mid-year and annual meeting by end of

2018Recommendation

Objectives

Grow the presence of MSBA activity throughout the state thus growing brand awareness and appreciation

Increase opportunities for MSBA to leverage its power as a convener of the profession

Grow top line advertiser and/or sponsor revenue to recover from diminishing margins associated with current events

Enhanced partner opportunities associated with greater annual registration counts

Mid to large events held more frequently throughout the state requires more scalable processes than currently exists (highly exception based and labor intensive)

Should be coordinate with Sections, Bar’s and other entities (i.e. joint event with CPA’s, Bankers, etc.)

Technology platforms

Process reengineering

Dependent on enterprise marketing, customer service and revenue management being separated from conference/event planning, program development & event logistics

Considerations


No. 11 of 17

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F ounda t i ona l

Reccomenda t i on

Offer free CLE for renewals in 2018Recommendation

Objectives

Enhance member value proposition

Retention & recapture of members

Introduction (as loss leader) to CLE catalog for greater revenue opportunities

Increases the ‘touch points’ or number of times an individual interacts with the MSBA (especially important for non hyper-participants who don’t need additional touch points to reinforce their perception of value)

InReach agreement

Need for an LMS to make this cost effectively possible

Cannibalization of CLE revenue if not executed properly

Requires extensive promotion and reinforcement

Requires single sign on

New AMS in place prior to this roll out if leveraging a new LMS

Additional online CLE product must be produced in advance of the offering for more optimal perception of value

Considerations


No. 12 of 17

50

F ounda t i ona l

Reccomenda t i on

Acquire 5 technology platforms/solutions that address the core of Bar association business

(AMS, Communities, Marketing, Email, LMS) by April, 2018Recommendation

Objectives

Provide the tools and capabilities of modern associations addressing a 15+ year lack of investment in these areas

Underpins all efforts; branding, member value, revenue, engagement, advertising, etc.

Addresses key security vulnerabilities (some immediate issues already being addressed)

Creates a more sophisticated and modern experience consistent with a rising value and brand proposition

Need to address all technology layers (i.e. infrastructure, bandwidth, platforms, devices, etc.) due to lack of periodic investment

Requires appropriate technology experience in addition to third party integrators

Current platforms not integrated driving manual activity

Network will be cloud based

Platforms will be SaaS model

Significant staff training/development required (i.e. some staff not familiar with basic programs)

Considerations


No. 13 of 17

51

F ounda t i ona l

Reccomenda t i on

Identify a turnkey 5-year MSBA Meeting & Learning Center leasing opportunity for 2018

occupancy, centrally located and parking friendlyRecommendation

Objectives

Address the need for a non Baltimore City location meeting and learning space that is centrally situated for a significant percentage of members

Address safety and parking considerations

Increase member participation due to greater convenience

Provide a branded presence outside of Baltimore City

Formal requirements gathering needed

Staff will remain at the low cost HQ location

Must be turnkey (i.e. requiring little renovation/modifications to achieve intended use of meeting and learning spaces)

New space should be visually branded in keeping with new brand standards

2018 occupancy

Should accommodate up to 250 people simultaneously in 4-5 discreet spaces which can be combined into 1

Parking would be free in a park/walk in setting

Considerations


No. 14 of 17

52

F ounda t i ona l

Reccomenda t i on

Do a partial renovation of Bar headquarters to improve functionality for member facing area (1st

floor), 2019Recommendation

Objectives

Address current member facing space as it is not sufficiently functional

Improve utilization rate and related experience for space

Enhanced technological capabilities

Long standing complaints and not an appropriate physical presence

Thirty year lease with UMD at attractive rate means staff should not be relocated to more costly space

Part of 3 space strategy

Staff areas cannot be renovated in the near term due to lack of sufficient financial resources

Goal is to yield multiple conference spaces not just one

Entire first floor allocated to MSBA will become modernized conference and learning space

Staff will consolidate into non-renovated 2nd and 3rd floors with some furniture modifications (i.e. new workstations)

2-3 walls may be removed in staff space subject to costs

Considerations


No. 15 of 17

53

F ounda t i ona l

Reccomenda t i on

Partner with the Daily Record and/or other media properties (i.e. BBJ) on a brand extender

initiative in 2017/18Recommendation

Objectives

Raise brand awareness to non-lawyers and public (helpful with advertising)

Reinforces value of affiliation with MSBA

Begins efforts to reclaim ‘market permission & positioning’ to be leader in the state for the profession ceded to for profit and other entities

Creates synergies with other revenue producing efforts (i.e. CLE, events, etc.)

Longstanding relationship with TDR

Competitive nature of content provider status

Implications of efforts beyond TDR to their competitors

A 2-3 person leadership taskforce (i.e. President and their selected designees) should be the face/ambassadors of brand extender initiative(s)

Considerations


No. 16 of 17

54

F ounda t i ona l

Reccomenda t i on

Conduct a digital recapture campaign in conjunction with President’s priorities coupled with

Board of Governors active support (i.e. reinforce the President’s theme/messaging); 2017Recommendation

Objectives

Reinforce messaging of the President across a broader set of platforms thereby increasing visibility

Address current membership level issues

President Arthur’s theme

Requires various elements of the plan to be done internally but can be outsourced in the near term (advisable)

Considerations


No. 17 of 17

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MS B A

Non-Monetary / Governance Component

Detail

F ounda t i ona l


F ounda t i ona l

Reccomenda t i on

Establish a task force to recommend changes in President selection process, to take effect in

2022, broadening the leadership profile spectrum; recommendations June, 2018Recommendation

Objectives

Ensure the role of President, a highly visible ambassador for the organization and profession, is reflective of all segments of the profession (i.e. not heavily concentrated in solo/small firm, judiciary, etc.) reinforcing our value and role as home for the entire profession

Ensure greater transparency and address clique perception in ascendancy within the MSBA by outlining a more structured approach

Enable greater likelihood that volunteers with a mix of background including less prior volunteerism can ascend the ranks of leadership

Be guided by a nominations committee focused on the strategic priorities and objectives and sensitive to above

Nominations committee structure important

Thousands of associations serve as examples on how the critical role selected

A report outlining trends, examples structures and 2-3 options should be presented to the Board of Governors

The ED, a partner to a new President each year, will share considerations

Considerations


No. 1 of 7

57

F ounda t i ona l

Reccomenda t i on

Evolve Committee Chair selection process to be addressed by a newly formed Nominations

Committee by January, 2018Recommendation

Objectives

Seeks optimal alignment of Chair selection and achieving multi-year strategic objectives

Migrate away from the President’s selection of individuals they are personally connected with and towards a selection process focused on widening participation in alignment with strategic priorities and objectives

Provides structure for who serves what roles for what duration (addressing transparency issues cited)

Standardizes the attributes sought for a given role and thus increases year/year governance continuity

Structure of the committee important to achieve the stated objectives

Bylaw change

Considerations


No. 2 of 7

58

F ounda t i ona l

Reccomenda t i on

Evolve the charter/mission of the Budget & Finance CommitteeRecommendation

Objectives

To focus on five key objectives:

Review and analysis of five year assumptions and conclusions on revenues, expenses within volunteer contributed and staff developed budget

Review alignment of resource allocation and strategic priorities and objectives (i.e. are we funding sufficiently to achieve)

Review reserves replenishment goals

Review, modify and recommend dues rate

Ensure appropriate budgetary discipline by reviewing past budgetary performance

Follows best/prevalent practices yet a shift from long standing B&F areas of focus

Requires change management

May require different capabilities within the committee in light of the evolved focus

Migrates further from an administrative role

New accounting system in place

CPA expertise to be leveraged in development of the models

Budget training & expectation setting will require time/effort

Considerations


No. 3 of 7

59

F ounda t i ona l

Reccomenda t i on

Establish five year budgeting, dues rate & reserve replenishment model by January, 2018Recommendation

Objectives

Current trends (i.e. membership contraction and potential ‘demographic cliff’) coupled with multi-year investments needed requires a multi-year approach to budgeting

Allows for scenario modeling of budgets over time to help guide upcoming year dues rate planning

Seeks to establish dues rate setting strategy focused on achieving strategic priorities and objectives and eliminates Presidents’ ’not in my year’ driver

Allows for continual adjustment to realities (i.e. you don’t set once and forget but adjust each year based on the revised 5 year view)

Requires modification of long standing budgetary practices at MSBA

Requires evolution of the Budget & Finance (B&F) Committee role and expectations

Assumes new accounting systems and processes in place to support the informational requirements

Requires staff developed budget with scenarios are provided to B&F for their review, modification and acceptance (vs. volunteer developed budget)

Considerations


No. 3a of 7

60

F ounda t i ona l

Reccomenda t i on

Revamp bylaws focused on governance role, alignment to strategy and modernized to reflect

current approach Recommendation

Objectives

Modernize the bylaws to reflect new direction and vision for the organization

Reinforce Board of Governors role in advising and deliberating on strategy

Eliminate prescriptive or operational elements that are better suited for procedures

Address long standing inconsistencies and failure to adhere situations

Serves as an opportunity to engage in defining what leadership, governance, management and supervision mean

Opportunity for greater clarity/transparency (issue cited in many discussions)

Beyond Committee Chair and President selection processes, other elements of governance structure should be reviewed and considered

Bylaws of other associations should be reviewed for best practices (ASAE a good source)

ABA’s structure/bylaws not a starting point

A list of recommended changes on the part of highly tenured staff, part of the overall volunteer led review effort, anticipated to be complete end of June, 2017

Considerations


No. 4 of 7

61

F ounda t i ona l

Reccomenda t i on

Establish a JV/Strategic Alliance task force to focus on enhancing member value perceptions

around direct MSBA ‘public interest’ work vis a vis our relationship MBF, PBRC, MVLS, CLREP etc.

and seek economies of scale in operational costs and talent sharing; recommendations by May,

2018

Recommendation

Objectives

Address a critical element of the member value proposition for all segments but specifically for passive members and younger member segments who value good works and community contributions in the organizations they affiliate with

Address lack of appreciation/understanding of the scope and breadth of MSBA support and the diminished value of simply being an organization that donates to other organizations versus being perceived as a catalyst or driver of positive outcomes (i.e. when they see good being done, they associate it with MSBA not just delivery org)

Cost sharing and talent leveraging

There has been a lack of enterprise wide branding/marketing (i.e. incorporating affiliated or beneficiary entities) in the past so requires partner collaboration and a shift

Environment is highly fragmented and not naturally inclined to consolidating activities but rather collaborating on discreet projects

The MSBA’s significant technology, branding, marketing and general operating capabilities will be enhanced and should be offered to benefit 1 or 2 key c3 organizations if they considered a shared services model

Managing shared services models will require staff development

Considerations


No. 5 of 7

62

F ounda t i ona l

Reccomenda t i on

Establish a task force to develop a ‘Bar Landscape’ strategy to bring greater operational and

strategic alignment between Bar’s in MarylandRecommendation

Objectives

Achieve significantly better alignment between the full breadth of activities across Bar’s statewide

Contemplate operational and/or business share services approach

Achieve economies of scale and provide full membership experience (from retail Bar activities to digital experiences) following the benefits of Chapter model (although maintaining entity independence)

Highly diverse and independent Bar’s collaborate on discreet projects/activities and share volunteer leaders/participants

Undercurrent of competitiveness exists with larger Bars

Economics of the profession and Bar model inconsistent with current environment

Shared services and other forms of collaboration require enhanced staff capabilities

Considerations


No. 6 of 7

63

F ounda t i ona l

Reccomenda t i on

Establish formalized oversight by the Executive Committee for this overall initiative with monthly

reports by the Executive Director to the full Board of Governors commencing in September, 2017 Recommendation

Objectives

Ensure appropriate progress against stated objectives of the various components

Provide full transparency and engagement of the Board of Governors

Serve as a mechanism to identify additional opportunities that may present themselves during the course of the 18-month plan

Plan performance is dependent on all components supporting an integrated vision

Bylaw revisions, and specifically Budget & Finance (items 3 & 3A) are important to sustain progress and plan for beyond 18-months

ED will provide a standardized format dashboard report and structured update to the EC and BoG

Allocated resources are fungible within and across categories to achieve an optimal overall outcome

Considerations


No. 7 of 7

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MS B A

Acceleration of past 3-year trend (9% contraction) occurring faster than efforts can reverse

Insufficient financial resources for a given aspect of the plan to address the magnitude of the decade

plus in the making challenge

Disproportionate staff and/or volunteer time/energy spent on administrative/legacy activities vs.

‘move the needle’ efforts

Misses or partial misses on efforts selected/attempted

Lack of internal talent/bandwidth to achieve objectives and/or within desired timeframes

Hourly nature of existing staff roles defined

Average tenure coupled with lack of progressive development/access to capabilities results in

constrained output

Change management and will to change dynamics incl. influential voices

Overall Risks & Considerations

F ounda t i ona l


BOG Timeline

Resources Begin to

Engage

Branding

Deliverables New Accounting

Systems Go Live

Internal

Planning

Horizon 2022

Commences &

Overall Plan 1st

Progress Update

June, 2017


Reccomenda t i on

July, 2017

September, 2017

August, 2017

October, 2017

66

Looking forward to the next 18-months &

beyond…

Thank you!

MS B A 67F ounda t i ona l

Recommenda t i on

Foundational Recommendation: First 18-Months of 5-Year ... · Drove more value to members Restructured governance Greater emphasis on marketing Foundational Reccomendation (21K+ individuals

Documents