By Douglas M. Kleine, CAE
A recent study by the AMC Institute indicates that AMCs
produce higher net income for their clients than staff-managed associations of
similar size. The findings seem to hold for association budgets of up to $5
million. The study attributes the difference to what is called pride of
independence on the part of staff-managed associations, and that independence
coming with a hefty price tag, due to the inefficiencies and overhead burdens of
smaller associations.
But is the choice really just between staff-managed stand-alone
versus an association management company? Can overhead be reduced and
inefficiencies be eliminated another way? Any association that has been a
subtenant knows the savings of shared pubic spaces, mail/copy room and
kitchen. Plexus Consulting has taken the
simple concept of subleasing and enhanced it with the plusses of outsourcing,
shared staff, and internal shared phone, data, and accounting systems. Those
are the plusses of an AMC, without the minuses of an AMC, which often entail diminishment
of identity, fitting into schedules that have to accommodate other, bigger
clients, and the enormous loss of institutional memory, relationship history
and operational continuity that comes with the elimination of staff in the
transition to AMC service.
Plexus’ Incubator Model retains key association staff as
association staff, so the organization can move seamlessly back out on its own
with ease and at its own timing. During the incubation period, association employees
are assisted by Plexus staff as needed. There need be no database conversion,
phone line conversion or new personnel system. If financial management is
needed, Plexus can operate in any of the major software systems from Quick
Books to Solomon. Plexus can also step in on activities that are seasonally
stressful to staff, such as conferences, calendar membership billings, annual
reports and elections.
Stand-alone or AMC is a false choice when associations can choose
a third way through the Plexus Incubator Model.
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