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Slide 1
What Is An Association & What Is Our Role? Lisa Funk, CHAE
2010-2011 HFTP Global Vice President Frank I. Wolfe, CAE HFTP
CEO
Slide 2
Association A group of people who voluntarily come together to
solve common problems, meet common needs and accomplish common
goals.
Slide 3
An Associations DNA What makes associations unique is that the
same populations are: owners the owners, customers the customers,
and workforce the workforce of the organization.
Slide 4
An Associations DNA As a chapter officer: What are some
examples of the best project that your chapter has embarked upon
during the last 24 months and what made it successful?
Slide 5
An Associations DNA As a chapter officer: What are some
examples of the worst project that your chapter has embarked upon
during the last 24 months and what made it Unsuccessful?
Slide 6
8 STAGES IN THE LIFE OF AN ASSOCIATION Adapted from JJ Cribben,
Kimberly Miles. LEADERSHIP: The Organizational Lifecycle
CONCEPTION:A group of people see an advantage to voluntarily coming
together to start an association. INFANCY:The founders are still in
charge as the organization struggles to survive. Every job requires
more work than the founders can do. PUBERTY:The organization grows
steadily, but suffers awkwardness in its dealings with outsiders
and with internal coordination. Entrepreneurial skills are
gradually replaced by more professional management techniques and
skills. YOUNG ADULTHOOD:Accepted management practices are
implemented including formalized personnel practices. The
beginnings of bureaucracy and internal politics are evident.
ADULTHOOD:The organization is mastering its environment and serving
the needs of its members. Management is peaking and prepares to
expand by entering new areas of service and/or new functions. LATE
ADULTHOOD:The excitement of the organization has diminished. The
membership will not support innovation. A complacent atmosphere
lacking any sense of urgency or zeal prevails. OLD AGE:The
organization is losing its ability to cope with its environment and
serve the real needs of its members. Managers and leaders bicker,
and internal control is lacking. All of the sudden things seem to
come apart and few people seem to care.
Slide 7
Why People Behave The Way They Do What is perceived is.
Perceptions are based on personally available information. In the
absence of information we assume. Behavior, no matter how crazy,
has a logical basis.
Slide 8
Commitment: Consistent and organized focus on important things
of high value that require coherent effort over time. Content:
Advocacy- effective clout that influences the beliefs and behaviors
of others that affect things that are significant to me; Knowledge
insight that enables me to be successful at things that really
matter to me. Community: Enjoyable shared experience that makes me
feel better about myself and my place in the world. Members Actual
ExperienceBrand The Distinguishing Value Proposition of the 21 st
Century Association What does this mean in your association?
Slide 9
A Critical & Continuing Member Need A Core Competency Of
The Enterprise A Supportable Response Value Driven Strategy Sweet
Spot
Slide 10
What Will Earn Engagement From Members Working on things that
matter to them. Demonstrating that the work is making a positive
difference. Providing an enjoyable opportunity for involvement
Slide 11
Involving Members Today What has NOT changed Involvement leads
to member retention. Most people become involved because they are
asked. Most people that are asked cannot say no. Most people still
appreciate face-to-face interaction. Most people appreciate
personal and/or professional recognition.
Slide 12
Involving Members Today What has changed The amount of time per
involvement opportunity has declined. The competition for
involvement has expanded. The preference toward project-based
involvement vs position-based involvement has increased. The
comfort level with virtual involvement is growing.
Slide 13
Leaders Doers Do Somethingers 2-5% 10-15% 15-20% Strategies: At
the organizational level: Increase the number of task level
opportunities since that is the kind of opportunity preferred by
the greatest number of the interested, but unengaged. Belongers
60-80%
Slide 14
Organizational Chart MEMBERS
Slide 15
Organizational Chart CHAPTERS
Slide 16
Organizational Chart BOARD OF DIRECTORS
Slide 17
MEMBER WANTS MEMBER NEEDS STAKEHOLDER WANTS INDUSTRY NEEDS BOD
WANTS AND NEEDS FINANCIAL WANTS AND NEEDS
Slide 18
2011 Executive Committee
Slide 19
MEMBER WANTS MEMBER NEEDS STAKEHOLDER WANTS INDUSTRY NEEDS
Slide 20
HFTP Members HFTP Executive Committee HFTP Board of Directors
Chief Executive Officer Director, Certification Payroll Clerk
Director, Communications PR & Social Media Manager Programmer,
DB Administrator Director, Marketing Marketing Assistant Accounting
Associate Exhibitor Services Assistant Director, Meetings &
Special Events Meetings & Events Manager Director, Membership
Chapter Relations Manager Membership Assistant Executive Assistant
Chief Operations Officer Chief Financial Officer Organizational
Chart 10/4/2011 Frank Wolfe, CAE Thomas Atzenhofer, CPA Lucinda
Hart, CAE Bryan Wood Eliza SeligJennifer LeeSteven Stout,
CAELillian Lack Gary BourqueKaty Walterscheidt Jim Davis Jan
DodsonDailey LewisWendy WinnettBrigitte Davis Celina MendietaLinnet
BaskettFritz JohnsonSara Bailiff
Slide 21
HFTP Global Strategic Plan Core Purpose: To lead and advance
the hospitality profession by providing a forum for continuous
learning and knowledge sharing.
Slide 22
Slide 23
Global Strategies and Alliances American Hotel and Lodging
Association Washington, DC, USA
Slide 24
Global Strategies and Alliances Caribbean Hotel & Tourism
Association San Juan, Puerto Rico
Slide 25
Global Strategies and Alliances Club Managers Association of
America Washington, DC, USA
Slide 26
Global Strategies and Alliances Hsyndicate, Inc. Maastricht,
The Netherlands
Slide 27
Global Strategies and Alliances Hospitality Upgrade Magazine
(Siegel Communications) Atlanta, Georgia, USA
Slide 28
Global Strategies and Alliances Hospitality Asset Managers
Association N. Scituate, MA, USA
Slide 29
Global Strategies and Alliances Hong Kong Controllers and
Accountants Association Hong Kong, Hong Kong, China
Slide 30
Global Strategies and Alliances Hospitality Finance, Revenue
and IT Professionals Association (formerly British Association of
Hospitality Accountants) London, England, U.K.
Slide 31
Global Strategies and Alliances Hospitality Industry Technology
Strategic Initiatives Council Austin, Texas, USA
Slide 32
Global Strategies and Alliances Hotel Technology Next
Generation Chicago, IL, USA
Slide 33
Global Strategies and Alliances International Hotel &
Restaurant Association Geneva, Switzerland
Slide 34
Global Strategies and Alliances International Spa Association
Lexington, KY, USA
Slide 35
Global Committees 2011 - 2012 HITEC Advisory Council Chair
Allison Morris, CHTP Vice Chair Ken Barnes Education Advisory
Council Chair Arlene Ramirez, MBA, CHE, CHAE Vice Chair Cathy Hill,
CHAE Leadership Summit Advisory Council Chair Rosemarie Gilchrist,
CHAE Vice Chair Joe Romano, CHAE Certification Advisory Council
Chair Mick Nissen, CHAE, CHTP Communications Editorial Advisory
Council Chair Robert Salmore, CHAE, CPA Social Media Advisory
Council Chair Esther Fullen
Slide 36
Global Committees 2011 - 2012 International Evaluation Council
Chair Ralph Miller, CA, CBV, CHA, CHAE Vice Chair Neil Foster,
CCNA, MBA, CHTP PCI Compliance Task Force Chair Jeremy Rock, CHTP
Paragon Award Selection Committee Chair - Thomas Smith, CHAE
International Hospitality Technology Hall of Fame Award Selection
Committee Chair Lisa Funk, CHAE HFTP Nominating Committee Chair
Thomas Smith, CHAE
Slide 37
HFTP Ratios vs. ASAE Benchmarks Survey certified to have a
confidence level of >95% Association benchmarks are paired
within like associations. For example, benchmarks here are for
501(c)6 individual membership groups with annual revenues between
5M and 10M. Comp set was taken from 103 completed surveys
Slide 38
Net Profitability (Percentage of Total Revenue) Benchmark: 5.6%
of Total Revenue 2009 Actual: 6.56% 2010 Forecast: 3.05% 2011
Budget: -4.72%
Slide 39
Target Reserve Ratios (Net Assets as a % of Annual Revenue)
ASAE Benchmark 55% of gross revenue 2009 Actual 66% 2010 Forecast
76% 2011 Budget 78%
Slide 40
Revenue Sources
Slide 41
ASAE Benchmark - $226,432 Revenue Generated Per Staff Member
2009 Actual - $256,464 Revenue Generated Per Staff Member 2010
Forecast - $267,299 Revenue Generated Per Staff Member 2011 Budget
- $267,737 Revenue Generated Per Staff Member The Amount of Revenue
Generated per HFTP Staff Member
Slide 42
Revenues & Expenses (in thousands) 200920102011 Revenues
4,872 4,879 4,938 Expenses 5,029 4,924 5,171 Net (156) (45)
(233)
Slide 43
Personnel Costs ASAE Benchmark 27.5% of Annual Revenue 2009
Actual 26.56% of Annual Revenue 2010 Forecast 26.49% of Annual
Revenue 2011 Budget 27.19% of Annual Revenue
Slide 44
BENEFIT COSTS (Includes Retirement, Prof. Development, LTD,
Health Insurance, Staff Holiday Party and Picnic, &
Dues/Subscriptions) ASAE Benchmark 5.0% of Annual Revenue 2009
Actual 3.69% of Annual Revenue 2010 Forecast 4.36% of Annual
Revenue 2011 Budget 4.78% of Annual Revenue
Slide 45
Operational Costs
Slide 46
Governance Costs (Includes EC, BOD, Council Meetings,
Leadership & Stipends, and Task Force Expenses) ASAE Benchmark
3.5% of Annual Revenue 2009 Actual 5.47% of Annual Revenue 2010
Forecast 6.49% of Annual Revenue 2011 Budget 8.32% of Annual
Revenue
Slide 47
Membership Services Cost (As a Percentage of Revenue) ASAE
Benchmark 7.7% 2009 Actual 18.70% 2010 Forecast 18.17% 2011 Budget
18.90%
Slide 48
Meeting Expenses (Food Cost, Bars, Entertainment as a % of
Revenue) ASAE Benchmark 3.9% 2009 Actual 7.77% 2010 Forecast 8.01%
2011 Budget 6.62%
Slide 49
Meeting Expenses (Speaker Fees & Expenses as a % of Total
Revenue) ASAE Benchmark 1.0% 2009 Actual 3.78% 2010 Forecast 4.31%
2011 Budget 5.37%
Slide 50
Meeting Expenses (AV as a % of Overall Revenue) ASAE Benchmark
1.5% 2009 Actual 3.33% 2010 Forecast 3.06% 2011 Budget 2.91%
Slide 51
Meeting Expenses (Facilities as a % of Total Revenue) ASAE
Benchmark1.50% 2009 Actual 2.94% 2010 Forecast2.25% 2011
Budget2.19%