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In the intricate tapestry of association management, delivering impactful programs is not merely a task but a strategic capability that propels organizational success. This blog post delves into the essential elements of program delivery capacity, unraveling the key components that empower associations to plan, execute, and manage initiatives that resonate with their members and advance organizational objectives.

Defining Program Delivery Capacity

Program delivery capacity is the organizational ability to effectively plan, execute, and oversee programs with precision and alignment with strategic goals. It involves a comprehensive set of skills, processes, and strategies that ensure the successful implementation of initiatives that bring value to members and contribute to the overarching mission of the association.

The Core Elements of Program Delivery Capacity

1. Strategic Alignment: At the heart of program delivery capacity lies strategic alignment. Every program must be intricately linked to the association’s mission and strategic objectives. This ensures that programs contribute meaningfully to the overall goals and vision of the organization.
2. Thorough Planning: A robust program delivery capacity begins with meticulous planning. This involves defining program goals, establishing realistic timelines, identifying necessary resources, and setting measurable key performance indicators (KPIs) for evaluation.
3. Stakeholder Engagement: Successful program delivery hinges on effective stakeholder engagement. Associations must develop a capacity for communication and collaboration, involving members, sponsors, and partners in the planning and execution phases to ensure programs meet diverse needs.
4. Resource Management: Efficient resource management is a cornerstone of program delivery capacity. This involves optimizing the allocation and utilization of both human and financial resources to maximize the impact of each program.

Significance of Program Delivery Capacity

1. Member Satisfaction: A finely tuned program delivery capacity directly impacts member satisfaction. Well-executed programs deliver tangible value, enhancing member engagement, satisfaction, and retention.
2. Organizational Impact: Program delivery capacity is instrumental in achieving organizational goals. Associations with a robust capacity for program delivery are better positioned to impact their respective disciplines, industries, or sectors significantly.
3. Brand Enhancement: Associations known for their excellence in program delivery build a positive brand image. A strong reputation attracts sponsors, partners, and members, contributing to sustained success.
4. Innovation and Adaptability: A forward-thinking program delivery capacity fosters innovation and adaptability. Associations that continually refine their processes are better equipped to respond to changing member needs and evolving trends. A foresight mindset is a necessity.

Overcoming Challenges in Program Delivery

1. Resource Constraints: The capacity for creative resource management and strategic partnerships is essential to overcome limitations in finances and human resources. The allocation of resources always involves tradeoffs. Be true to your stewardship responsibility.
2. Changing Member Expectations: Flexibility in program design and delivery is crucial to address evolving member expectations. Associations need to refine their capacity to meet dynamic needs continually.

Strategies for Building Program Delivery Capacity

1. Invest in Professional Development: Ongoing professional development ensures that the team responsible for program delivery stays informed about evolving practices and innovative approaches.
2. Implement Robust Project Management Processes: Establishing transparent workflows, communication channels, and monitoring mechanisms enhances the capacity for effective program delivery.
3. Leverage Technology: Embracing technology enhances efficiency in program delivery. Digital tools can streamline communication, data analysis, and member engagement.

Conclusion

In associations, program delivery capacity is the linchpin that sets the stage for success. By focusing on strategic alignment, thorough planning, stakeholder engagement, and resource management, associations can fortify their ability to deliver programs that leave a lasting impact. This blueprint for program delivery capacity ensures associations remain dynamic, relevant, and well-positioned to thrive amid the ever-changing landscape of member needs and social and organizational dynamics.

In the intricate fabric of association dynamics, one capacity stands out as indispensable — organizational integrity. This blog post delves into the pivotal role of association integrity as a core capacity. It explores its definition, essential components, and why it is a linchpin for achieving sustained success in the ever-evolving global association landscape.

Defining Association Integrity as a Capacity

Association integrity as a capacity is the ability to align actions, values, and ethical principles consistently. It transcends mere compliance, embodying a commitment to transparency, ethical decision-making, and a values-driven approach that permeates every facet of the association’s operations.

Key Components of Organizational Integrity

1. Ethical Leadership: The capacity for ethical leadership sets the tone for the entire association. Leaders with a solid ethical capacity foster a culture where integrity is not just a desired trait but an ingrained aspect of decision-making and behavior.
2. Transparency: The association’s capacity for transparency involves effective communication that builds trust. Associations with a robust transparency capacity openly share information about their operations, decision-making processes, and financial dealings.
3. Compliance and Accountability: Adherence to laws and regulations is required. Associations must develop a capacity for compliance and accountability, thus ensuring their ethical standards are upheld, monitored, and enforced. In addition to legal requirements, foresight should be considered an organizational capacity standard. Care, duty, and obedience demand the addition of foresight.
4. Fair Treatment of Stakeholders: Treating all stakeholders fairly and respectfully is a capacity that reflects association integrity. This capacity extends to fostering diversity, equity, and inclusion within the association and society
5. Always Be Learning: There is no terminal degree in the new environment. While we celebrate academic achievement, organizational integrity requires a culture of continuous learning at all levels and a solid commitment to the professional development of the board, staff, and volunteers.
6. Resource Allocation: To ensure the association’s growth, the resources, money, time, board strategic thinking, personnel, brand, and volunteers, demand that significant resources be allocated to people development and new technologies. Old budgeting practices need to be rethought.

The Significance of Building Organizational Integrity

1. Trust-Building: Trust is a precious commodity in association relationships. The capacity for association integrity is the foundation for trust-building, fostering positive stakeholder engagement and investment.
2. Long-Term Reputation Management: Reputation, a valuable asset, necessitates the continual cultivation of integrity within an organization. Associations with a track record of integrity enjoy a positive reputation, proving to be a durable asset during both favorable and challenging times.
3. Employee Morale and Productivity: The association’s capacity for integrity positively impacts employee morale and productivity. A workplace that prioritizes integrity enhances employee satisfaction, resulting in heightened productivity and a sense of collective pride.
4. Risk Mitigation: Associations with a robust ethical capacity are better equipped to navigate risks. This capacity includes identifying, assessing, and mitigating risks effectively, preventing potential harm to the association’s reputation and overall performance while maintaining a foresight-driven direction and mindset.

Cultivating Organizational Integrity

1. Lead by Example: Leadership sets the tone for association culture. A capacity for leading by example is vital in shaping and reinforcing a culture of integrity throughout the association.
2. Continuous Training and Communication: Building a capacity for constant training on ethical standards and regular communication reinforces the importance of integrity, ensuring that it becomes an inherent part of the association’s fabric for governance, staff, and volunteers.
3. Whistleblower Protection: Establishing mechanisms to protect whistleblowers reflects an association’s capacity for accountability, thus encouraging the reporting of unethical behavior and contributing to a culture of transparency and integrity.

Conclusion

In our contemporary landscape, where information is abundant and stakeholders are discerning, association integrity is not just a capacity; it’s a strategic imperative. As a foundational capacity, associational integrity equips associations for sustained success by cultivating trust, preserving positive reputations, and effectively navigating challenges and change. It is an investment that pays dividends in the long run, thus, positioning integrity as a critical capacity for associations aspiring to thrive in the ever-evolving 21st-century environment.

Let me know your thoughts. Next up is Part 3 – Program Delivery.

In today’s dynamic and ever-evolving world, associations face unprecedented challenges that demand a proactive and forward-thinking approach. Embracing Governance Foresight is not just a strategic choice; it’s a necessity for navigating the complexities of the modern era. In this blog post, we will explore the need for Governance Foresight and present actionable options for successfully integrating it into the association’s following practices.

No one has done more to promote governance foresight than Jeff De Cagna of Foresight First. Jeff defines foresight as “…the required duty of association boards to stand up for their successors’ futures through intentional learning, short-term sacrifice, and long-term action.”

Understanding the Imperative

1. Risk Mitigation: Associations must proactively identify and mitigate potential risks. Governance Foresight equips decision-makers with the tools to anticipate challenges and devise effective strategies for risk management.
2. Adaptability: In a rapidly changing landscape, adaptability is critical. Foresight empowers associations to stay ahead of the curve, making informed decisions that position them as agile and responsive entities.

Communicating the Benefits

1. Informed Decision-Making: Highlight how Governance Foresight leads to more informed decision-making processes, enabling governments to respond to emerging issues with precision and insight.
2. Resource Optimization: Showcase how foresight contributes to efficient resource allocation by predicting future needs and ensuring association resources are deployed where they are most needed. Resource allocation will require tradeoffs. Make them with intentional future thinking.

Showcasing Success Stories

1. Examples of Success: Explore case studies of associations that successfully implement Governance Foresight, emphasizing tangible outcomes and positive impacts.
2. Quantifiable Results: Demonstrate how foresight initiatives have produced concrete results, such as improved policy outcomes and heightened public satisfaction.

Building Awareness

1. Educational Initiatives: Initiate workshops, seminars, and training sessions to educate stakeholders on the significance of Governance Foresight in creating resilient and future-ready governance structures.
2. Public Engagement: Involve the public in discussions about the future direction of governance, fostering collaboration and shared responsibility.

Collaboration and Partnerships

1. Interagency Cooperation: Encourage collaboration between different agencies, promoting the pooling of resources and expertise for more effective foresight activities.
2. Partnerships with Research Institutions: Forge partnerships with academic and research institutions to access cutting-edge foresight methodologies and stay at the forefront of innovation.

Investment in Technology

1. Data Analytics: Invest in advanced data analytics tools to analyze trends and patterns, providing valuable insights for informed decision-making.
2. Digital Platforms: Develop digital platforms for seamless data sharing and collaboration among association entities, enhancing the efficiency of foresight activities.

Establishing Foresight Units

1. Dedicated Teams: Create specialized teams or units within your structures, focusing exclusively on foresight activities and eliminating those without meaning in the new ecology.
2. Training Programs: Invest in training programs for the board, officers, executives, staff, and volunteers, enhancing their skills and understanding of foresight methodologies.

Legislation and Policies

1. Incorporate Foresight in Policies: Advocate for integrating foresight principles in legislative and policy frameworks, ensuring a holistic and sustainable approach.
2. Incentives: Provide incentives that actively engage in foresight activities, fostering a culture of continuous improvement.

Continuous Monitoring and Evaluation

1. Feedback Mechanisms: Implement mechanisms for continuous feedback and evaluation of foresight activities, allowing for refinement and improvement over time.
2. Adaptability: Cultivate a culture of adaptability, where association processes can evolve based on the insights gained from ongoing foresight initiatives.

Global Next Practices

1. Benchmarking: Study and benchmark against global next practices in Governance Foresight to stay abreast of innovative approaches.
2. International Collaboration: Explore collaboration with global associations to share experiences and insights, fostering a global community committed to practical governance foresight.

Publicizing Early Warnings

1. Transparency: Emphasize the importance of transparent communication, significantly when foresight predicts potential challenges, to build trust with the membership and the public.
2. Community Engagement: Engage with the community to discuss and address concerns arising from foresight findings, creating a sense of shared responsibility.

In conclusion, Governance Foresight is not just a concept but a practical and essential tool for associations to navigate future uncertainties. By combining these strategies, associations can build a robust Governance Foresight capacity, ensuring they are well-prepared for the challenges and opportunities that lie ahead.

Let me know your thoughts.

Adapting, innovating, and excelling are paramount for long-term success in the dynamic landscape of associations. One key strategy forward-thinking associations embrace is the deliberate cultivation of strategic capacity. This blog post explores the significance of building strategic capacity across seven crucial categories and why it should be a top priority for associations.

Adaptation to Change

The only constant is change; associations must equip themselves to navigate evolving landscapes. Strategic capacity enables associations to anticipate and adapt to regulations, technology, and changes in member needs. This adaptability is not just a competitive advantage; it’s a survival imperative.

Risk Management

Identifying and managing risks is fundamental to organizational resilience. A robust strategic capacity empowers associations to proactively address governance issues, operational challenges, and reputational threats. Effective risk management safeguards the association’s reputation and ensures sustainable growth.

Effective Resource Utilization

Associations operate with finite resources, and optimizing their use is crucial. Strategic capacity, particularly in resource development, ensures efficient financial, human, and technological asset allocation. This efficiency is the bedrock of achieving organizational goals while maximizing impact.

Mission Achievement

Associations exist to fulfill specific missions and cater to member needs. Building strategic capacity enhances an association’s ability to deliver on these missions. Strategic capacity is the linchpin for mission accomplishment, whether through effective program delivery, talent development, or resource development.

Member Satisfaction and Retention

Members expect value from their association, and strategic capacity is the engine that drives member satisfaction. Focusing on program delivery, talent development, and technology proficiency ensures associations meet and exceed member expectations, leading to higher satisfaction and retention rates.

Brand and Reputation Management

A positive brand image is invaluable. Strategic capacity helps associations build and maintain trust, especially regarding reputational impact. Your brand is crucial for attracting new members, partners, and sponsors, ultimately solidifying the association’s position in the marketplace.

Long-Term Sustainability

Building strategic capacity is an investment in an association’s long-term sustainability. It equips the organization with the tools and capabilities needed to navigate uncertainties, seize opportunities, and remain viable in the face of evolving challenges.

Competitive Advantage

Associations operate in competitive environments, and strategic capacity provides a crucial advantage. Whether through operational integrity or technology proficiency, building strategic capacity enables associations to differentiate themselves, operate efficiently, and excel in the marketplace.

Innovation and Growth

Focusing on building strategic capacity fosters a culture of innovation and continuous improvement. Associations that embrace new ideas, technologies, and approaches are better positioned for continued growth and expand their impact. Casting off a set of old 20th-century orthodoxies is necessary.

In conclusion, building strategic capacity is not a luxury; it’s necessary for associations striving for long-term success. It positions associations for resilience, adaptability, and the ability to thrive in an ever-changing environment. By investing in strategic capacity across crucial categories, associations pave the way for a future where they not only survive but excel.

I trust this conversation is helpful. Over the next several weeks, we will outline a seven-category association strategic capacity development model.

What’s at Stake?

To succeed, we must understand that the employment climate is changing in our new economy and act in this new ecology.

Going Deeper:
What does it mean to be an agile manager? Here are some critical aspects of being an agile manager:

1. Flexibility and Adaptability:
   • Agile managers embrace change and are flexible in their approach. They understand that plans may need to be adjusted based on feedback and evolving requirements in a dynamic environment.
2. Collaboration and Communication:
   • Agile managers prioritize open communication and collaboration within their teams. They encourage regular interactions and value the input of team members. Effective communication is crucial to ensure everyone is on the same page and aligned with the project goals.
3. Iterative and Incremental Progress:
   • Agile management involves breaking down larger projects into smaller, manageable tasks. These tasks are completed in short iterations, allowing for regular assessment and adaptation. This iterative process helps in identifying issues early and making continuous improvements.
4. Customer Focus:
   • Agile management places a strong emphasis on delivering value to customers. Managers work closely with stakeholders to understand their needs and incorporate feedback throughout the development or project lifecycle.
5. Empowering Teams:
   • Agile managers empower their teams by trusting them to make decisions and solve problems. This autonomy fosters a sense of ownership and accountability among team members.
6. Continuous Learning:
   • Agile managers promote a culture of continuous learning and improvement. They encourage their teams to reflect on their processes and performance, seeking ways to enhance efficiency and effectiveness.
7. Adaptive Leadership:
   • Agile managers often exhibit adaptive leadership qualities. They understand that different situations may require different leadership styles and are willing to adjust their approach accordingly.
8. Transparent Metrics and Reporting:
   • Agile managers use metrics and reporting to track progress and measure performance. Transparency in these metrics helps identify improvement areas and facilitates informed decision-making.
9. Risk Management:
   • Agile management involves a proactive approach to risk identification and mitigation. Managers work with their teams to identify potential risks early on and develop strategies to address them.
10. Focus on Value Delivery:
    • The ultimate goal of agile management is to deliver value to the customer. It prioritizes features and tasks that contribute most to the project’s success and align with customer needs.

In summary, being an agile manager involves embracing a mindset of flexibility, collaboration, continuous improvement, and customer-centricity to effectively navigate the challenges of a rapidly changing and complex work environment.

What’s at Stake?

Understanding that for the SSA, resource allocation is always about affordability. It is not a cry in the wilderness for more money.

Going Deeper:

Part four of this series highlights how SSA executives can consider affordability in allocating resources.

Affordability in resource-poor SSAs involves emphasizing cost-effectiveness, efficient resource allocation, and the ability to meet essential needs within a limited budget. Here are some key points to consider:

1. Cost-Efficiency:
   • Highlight the organization’s commitment to maximizing value for every dollar spent.
   • Emphasize strategies in place to minimize expenses without compromising quality.
2. Strategic Resource Allocation:
   • Describe how the association carefully allocates resources to address the most critical needs.
   • Showcase the ability to prioritize initiatives based on impact and cost-effectiveness.
3. Lean Operations:
   • Emphasize a streamlined organizational structure with a focus on essential functions.
   • Showcase how the association avoids unnecessary expenses through efficient workflows and minimal bureaucracy.
4. Partnerships and Collaborations:
   • Highlight any partnerships or collaborations that allow the association to access resources at a lower cost.
   • Emphasize the importance of networking and leveraging external support.
5. Adaptability:
   • Showcase the organization’s ability to adapt to changing circumstances and financial constraints.
   • Remain agile and responsive to economic challenges.
6. Technology Integration:
   • Leverage technology to improve efficiency and productivity and reduce costs.
   • Technology is not always the answer. Human-centered effectiveness is far more critical.
7. Community Engagement:
   • Emphasize community support and involvement as a means of supplementing resources.
   • Showcase how the association harnesses local resources and volunteer efforts.
8. Transparent Financial Practices:
   • Demonstrate transparency in financial management to build trust with stakeholders.
   • Provide clear financial reports and communicate allocation regarding member and organizational value.
9. Grant Funding and Sponsorship:
   • Highlight any successful grant applications or sponsorships that contribute to the affordability of operations.
   • Showcase the association’s ability to secure external funding to support its mission.
10. Measurable Impact:
    • Emphasize how the association measures the impact of its initiatives, demonstrating the value derived from the resources invested.
    • Use quantifiable metrics to showcase efficiency and effectiveness.

These ten concepts optimize affordability and maximize the impact of limited resources. Large Staff Associations use the same language, but their options are greater. The smart SSA executive sees value and human-centric culture in a way that her large association executives fail to recognize in tier richer environment..

What’s at Stake?

The credibility of organizations and businesses that purport to assist the Small Staff Association (SSA)

Dig Deeper

Part three of this series highlights the many capacity challenges and suggests three that should be at the top of the list.

When your SSA has less than ten staff, a constantly strained budget, expectations that continue to grow, and staff performing multiple roles, we should first consider why we exist and then move on to the most valuable elements on which to focus.

Start here:

1. Assess Current Capacity: Conduct an internal assessment
2. Prioritize and Focus Goals: Given limited resources, it’s essential to prioritize your goals. Focus on a few key areas.
3. Strategic Thinking above Strategic Planning: Too many plans on too many shelves. Learn to think strategically before building plans.
4. Training and Development: Invest in staff professional development.
5. Cross-training: It is essential.
6. Volunteer and Intern Programs: Consider engaging volunteers or interns to assist with specific tasks or projects.
7. Leverage Technology: Explore cost-effective technologies and software that can help streamline operations without losing the human touch.
8. Collaboration: Seek collaborations or partnerships with other organizations.
9. Grant Funding: Look for grant opportunities that align with the organization’s mission and can support capacity-building initiatives.
10. Board Involvement: The board must understand the value of capacity building without meddling in day-to-day operations.
11. Monitoring and Evaluation: Collect data to measure the impact of your capacity-building efforts and use this information to make informed decisions.
12. Financial Management: Ensure prudent financial management.
13. Communication and Transparency: Keep open lines of communication with staff members about the organization’s goals and progress. Transparency can foster a sense of ownership and commitment among the team.
14. Cultivate a Learning Culture: Encourage a culture of learning and improvement within the organization. Encourage staff to share knowledge and learn from their experiences.
15. Resource Diversification: Explore various funding sources, such as membership dues, fundraising events, sponsorships, partnerships, and donations, to diversify your revenue streams.

Building organizational capacity is an ongoing process that requires dedication, creativity, and adaptability. By strategically allocating limited resources and focusing on critical priorities, we can enhance the association’s effectiveness and achieve purpose and mission despite the constraints.

Here are the three areas in which I think we should concentrate:

Staff Training and Development: Invest in the professional development of your staff. Building their skills and knowledge will enhance their effectiveness in their multiple roles. Training can help them become more efficient and better equipped to handle various tasks. Look for cost-effective training options and consider cross-training to maximize your resources. Vendors who refuse to understand SSA financial constraints must rethink their approach and model.

Technology and Process Improvement: Leverage technology and streamline processes. Investing in affordable software or tools can help small teams work more efficiently and manage tasks more effectively. In the end, effectiveness initiatives will provide efficiency. Not every task has a technical answer, so think of people first.

Collaboration and Partnerships: Seek collaborations or partnerships with other organizations or like-minded groups. Such entities can help you share resources, knowledge, and expertise. Collaboration can expand your capacity without increasing your staff or budget. It’s a strategic way to achieve more with limited resources.

These three areas are interrelated and can significantly impact the organization’s capacity. Staff training and development will empower your team to use technology and improve processes effectively, while collaborations can provide additional resources and support.

By prioritizing these three areas, we will address the challenges of the small staff association with limited resources. Those seeking to help and assist the SSA must recognize that resources are limited and not put training and technology out of reach; an association community of “haves” and “have-nots” is a community in name only.

What’s at Stake?

The Association Community needs the small staff associations (SSA) for its Credibility.

In part one of this series, we recognized the severe resource availability difference facing SSA Executives. If we fail to act with better professional development and understanding, we will fail to strengthen the entire association community.

Dig Deeper
Those working to assist in developing SSA Executives, their associations, and subsequent practices must establish and accept that the differences are fundamental and require additional skills and professional practices.

Here are eight categories that require the association community to stand up for the small staff executives and their needs:

1. Resource Constraints: (first mentioned in Part One of this series)
   • Small Staff: CSOs in small associations typically have limited financial and human resources. They must be more resourceful and efficient, often wearing multiple hats to accomplish things.
   • Large Staff: CSOs usually have more substantial budgets and larger staff teams. They can delegate more tasks and have greater financial flexibility.
2. Scope of Responsibility:
   • Small Staff: SSA CSOs often have broader responsibilities, from strategic planning foresight to day-to-day operations. They are more hands-on in various aspects of the organization. There is a difference in how, when, and to whom to delegate.
   • Large Staff: CSOs in larger associations can have a more specialized role, focusing on high-level strategic planning and decision-making. They might delegate many operational tasks to their staff.
3. Decision-Making Process:
   • Small Staff: SSA CSOs may have a more streamlined decision-making process with significant personal interactions. They can make decisions quickly and often have a deeper connection with the board and members.
   • Large Staff: In large associations, decision-making can be more complex and involve multiple layers of approval, thus resulting in a longer time to implement changes.
4. Member Engagement:
   • Small Staff: SSA CSOs often have more direct interactions with members. They may know their members on a personal level and be deeply involved in member and volunteer engagement efforts.
   • Large Staff: Here again, CSOs may rely more on staff and committees to engage with members. They may have a less personal connection with individual members.
5. Advocacy and Influence:
   • Small Staff: CSOs in small associations may need to work harder to gain influence and advocate for their organization’s interests. They may have limited resources for lobbying and advocacy efforts.
   • Large Staff: CSOs may have more resources for advocacy and a more substantial presence in their industry or field. They can often exert more influence on policy and regulatory matters.
6. Organizational Culture:
   • Small Staff: Small associations often have a tight-knit, family-like culture. CSOs in these organizations may have a more personal and close relationship with their staff and board.
   • Large Staff: Large associations may have a more corporate or hierarchical culture. CSOs in these organizations may have a more formal relationship with staff and board members.
7. Innovation and Change:
   • Small Staff: CSOs in small associations may have more flexibility to implement innovative ideas quickly due to the smaller bureaucracy. It’s not necessarily more manageable but more streamlined because the association’s trust culture is built differently.
   • Large Staff: CSOs may face more resistance to change and innovation due to the complexity of the organization and established processes.
8. External Relationships:
   • Small Staff: SSA CSOs may build external relationships with limited resources, relying on personal connections and networking.
   • Large Staff: CSOs in large associations may have more resources for building external relationships and partnerships through delegation.

It’s essential to note that the specific differences can vary significantly depending on the nature of the association, its industry or field, and its unique circumstances. CSOs in both small and large staff associations play crucial roles in advancing the organization’s mission and serving its members, but they do so within different contexts and challenges. In future posts, we will explore these categories in more detail.

What’s at Stake?

The Strength of the Association Community and its Credibility.

• Does the association’s community professional development, stewardship, foresight, and subsequent practices reflect the community’s understanding of the small staff association?

Dig Deeper

The vast majority of associations are small or midsize. They reflect the enormous desire to individualize causes, professions, and industry cohorts.

Is size only defined by the number of staff? What about the size of the budget?

I witness a level of complexity in the SSA community that far too many association activists overlook.

The identified talent and capacities necessary to run the SSA can be categorized with the same language applied to larger associations; however, within each of those classifications is a significantly different set of potential solutions.

The failure of the community to recognize the enormous impact of resource deprivation in the SSA is dangerous and unwarranted.

SSAs have fewer staffers. SSA staff are assigned multiple tasks, many of which are not areas in which they were initially trained or hired to perform. These tasks require specific talents and skills for which they are not prepared. It is not their primary responsibility, but they do their best to serve. Examples are communications and marketing,  fundraising, event and meeting planning, professional development, technology, business operations, human resources, talent acquisition, and research.

Large staff associations may think they have the same problem but don’t face the same resource dilemma. Because of significantly fewer resources, the SSA has fewer choices in eliminating the problem or finding situations. Thus, solutions like finding a consultant or part-time staff to take on new or extended unforeseen tasks are not a solution that SSAs have readily available, to name one.

What is the responsibility of the Association community in assisting the SSA?

Between this post and the next, I encourage you to consider the issue and offer ideas or counterarguments to those presented here. Place your comments in the reply below, or contact me directly at [email protected].

What’s at Stake? Loss of Diversity, Experience, Expertise, and the Ill of Stereotyping Older People.

Dig Deeper

Besides being illegal, ageism can have serious negative consequences, both for individuals and society as a whole. Here is a baker’s dozen of the dangers of ageism:

1. Impact on the Mental and Physical Health of Individuals
2. Limiting Opportunities: Older individuals may be denied job opportunities, advancement, and training due to ageist assumptions about their abilities. While illegal, organizations have learned how to get around the issue with simple checklists developed by HR and Attorneys.
3. Reduced Diversity of Thought: Diverse teams with members of different ages can bring a broader range of perspectives and creative solutions. Ageism narrows this diversity, limiting the organization’s ability to innovate and adapt to changing circumstances.
4. Social Isolation: Negative stereotypes about aging can lead to social exclusion and isolation, as younger individuals might avoid or distance themselves from older people due to these biases.
5. Talent Drain: If older workers feel undervalued and discriminated against, they might choose to retire or seek employment elsewhere. This can lead to losing talented individuals who could have contributed significantly to the organization’s success.
6. Impact on Team Dynamics: Age-based biases can create tension and conflicts among team members, undermining collaboration and teamwork. A harmonious work environment is crucial for achieving organizational goals.
7. Inefficient Knowledge Transfer: Organizations that fail to address ageism might struggle with effectively transferring knowledge from older employees to younger ones, leading to gaps in skills and understanding that hinder the organization’s performance.
8. Missed Innovation Opportunities: Older employees can contribute to innovation and problem-solving through diverse experiences. Excluding them due to ageism limits the organization’s ability to create creative solutions to challenges.
9. Policy Implications: Ageism can influence policy decisions. Policies perpetuating ageism can lead to unequal treatment and reduced support for older populations.
10. Economic Impact: Ageism can lead to reduced productivity and economic growth. By excluding older individuals from the workforce, organizations miss out on the valuable contributions they can make regarding experience and skill.
11. Disregard for Wisdom and Experience: Ageism can result in dismissing older individuals’ wisdom, knowledge, and experience, preventing younger generations from learning from their elders and benefiting from their insights.
12. Media and Cultural Influence: Ageist stereotypes in media and culture can perpetuate negative perceptions of aging, influencing people’s attitudes and beliefs. This further normalizes ageism in society.
13. Generational Divide: Fostering ageism can create a divisive work environment where different generations feel pitted against each other, leading to misunderstandings, miscommunications, and reduced collaboration.

It is essential to promote inter-generational understanding, challenge stereotypes, advocate for fair treatment and representation of older individuals, and create policies that ensure equal opportunities and access to resources across all age groups.