January / Feburary 2019

FOCUS NORTH January / February 2019

Combining to Meet New Challenges

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The administrative merger of Minnesota’s largest Bar Associations will help them meet the needs of an everchanging industry.

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Do We Need Volunteers?

Building Diversity in the Association Industry IRS Releases Guidance for Non-Profit Employee Parking & Transportation Costs

Published by

www.associationsnorth.com

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Focus North is published 6 times a year by Associations North, 1970 Oakcrest Avenue, Suite 100, Roseville, MN 55113.

Phone: 651.647.6388 Fax: 651.647.6416 Website: www.associationsnorth.com Email: info@associationsnorth.com

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The opinions expressed herein are those of the authors and do not reflect the opinions of Associations North. Editorial contributors in any area of association management are welcome. Articles accepted for publication are subject to editing

by Associations North.

Advertising is accepted on a space availability basis. Contact angela@associationsnorth.com or call 651-647-6388 for further advertising information.

Staff Angela Kisskeys, Co-Director VP of Operations & Communications Sarah Ruzek, Co-Director VP of Finance & Education

CONTENTS

Amanda Aldrich Events Manager

January / February 2019

FEATURES

Chris Villeneuve Membership & Office Manager

to Meet Leaders: 5 Combining 7 Advancing New Challenges Fuel For Forward-

Mission

Thinking

The Administrative Merger of Minnesota’s Largest Bar Associations Will Help Them Meet the Needs of an Ever-Changing Industry

To advance and serve the association management profession in Minnesota, North Dakota and South Dakota.

Vision

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Associations North, our members and their associations will thrive and grow.

In principle and in practice, Associations North values and seeks diversity and inclusiveness within the association management industry. Associations North advocates for and promotes involvement, innovation, and expanded access to leadership opportunities that maximize engagement across underrepresented groups in the Associations North membership.

Moving Forward Together

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What’s CO-ing On?

18 Conversations 19 Calendar of Events 20 Brain Power

+ Events: 10 Meetings In The Details Advancing

Recruitment: Moving Membership

Diversity & Inclusion

Capacity: Too Much, Too Little or Just Aligned

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22 The North Experience 24 Et Cetera 25 Spotlight: Member in Motion

2019 CAE & Beyond

Do We Need Volunteers?

Advancing 16 Advancing The Essentials: 11 Advancing Diversity & Inclusion: 15 Communications: Stay Connected Invaluable Insights Journey Forward

Four Strategies for the Problem Procrastinator

Building Diversity in the Association Industry

IRS Release Guidance for Nonprofit Employee Parking & Transportation Costs

Board of Directors What is your best habit?

Mark Salter, CAE, ABC (Chair) CFA Society Minnesota

Putting things back where I found them

Cassie Larson, CAE (Past - Chair) Keeping my calendar up to date MN Nursery & Landscape Association Robbie Thompson (Chair - Elect) Professional Liability Underwriting Society

Sarah Ruzek Associations North

Waking up before my kids

Janel Fick Global Management Partners LLC

Angela Kisskeys Associations North

Never going to bed mad

Amanda Friedrich, CMP Visit Saint Paul

Reaching out to members to gain knowledge and insight

David Siegel, CAE, IOM (Secretary / Treasurer) Builders Association of the Twin Cities

Walking my dog every

morning and evening

Justin Bieganek Mercury Creative Group Clara DeRosier MN Electrical Association

Listening

I drink an enormous amount of water every day

Smiling often

Cody Nuernberg Northwestern Lumber Association

I view challenges as opportunities and to grow/succeed

Dave Renner, CAE Minnesota Medical Association

Try to see the good in others

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Moving Forward Together: Associations North Partners

YEAR LONG SPONSOR: Owatonna Area Chamber of Commerce & Tourism Why we partner with Associations North…

Being a partner of Association North is a simple, yet powerful way to assist planners with solutions to achieve success while developing professional relationships. Being new to the Industry, this network has been instrumental in learning member’s needs. It’s also provided us with useful education and training programs, which help us maintain our edge and keep our skills sharp and current.

What is one memorable moment with Associations North?

Each event we’ve attended has been memorable, but I’d have to say the Mingle & Jingle Celebration in 2018. We helped on the planning committee and being involved on a deeper level allows you to connect on a more personal level.

PREMIER PARTNERS

ADVANCER SPONSOR

INNOVATOR SPONSORS

ENGAGER SPONSORS

CONNECTOR SPONSORS 3

Fargo-Moorhead CVB | St. James Hotel | Visit Duluth | Visit Greater St. Cloud | Visit Saint Paul

What’s CO-ing On?

New, Forward & Fun Welcome to What’s CO-ing On, a new feature in Focus North brought to you by Associations North Co-Directors, Sarah Ruzek and Angela Kisskeys. Each issue we will share insights, strategies, information and stories as we navigate association life.

Speaking of new, Happy New Year! As Associations North kicks off 2019, we are thrilled to share a few highlights of the year, starting with this very newsletter, Focus North.

Associations North rebranded back in 2016 and rolled out Focus North, a re-freshed version of Focus Newsletter.

Today, we introduce to you an expanded, bi-monthly publication that includes a new diversity and inclusion section, featured sponsor spread to get to know our community partners better and What’s CO-ing On Co-Director column to stay connected with the association community. Focus North has been a labor of love and it’s been fun to see this newsletter continually evolve. What do you think? Let us know your feedback.

As you all know, we’ve recently experienced some of the coldest weather the state has seen in 20 years, along with ice, sleet and snow. While we were ready for January and excited to launch two new leadership cohort programs, we weren’t ready for the cold… or the snowstorm that missed the Twin Cities and cancelled a facilitator’s flight (yes – she still made it the good old fashioned way – by car!).

Despite the unexpected surprises, we’ve experienced two of the best programs we’ve ever hosted with CEO Strategy Series and Associations North Diversity & Inclusion (ANDI) Leadership Program. What’s unique about each of these programs is that they bring together like-minded individuals over the course of several months to learn,

share, grow and develop lasting relationships. Learn more about our Diversity and Inclusion initiative, sponsors and leadership program on page 11.

Associations North is never short on educational and resource offerings. This April, members will be able to get your hands on the 2019 Compensation & Benefits Study.

New year this, the study will be available on-demand as a digital offering. Stay compliant with this important tool and find relevant data for salary and benefit recommendations.

2019 is off to a face pace and we hope you’ll join us along the way. Enclosed please find our 2019 Calendar of Events in this issue. This is a must-hang on your bulletin board (hang, snap a photo and post on Facebook or Twitter with #AssnsNorth19 for a chance to win one of five Caribou Coffee gift cards), mark your calendars and visit associationsnorth.com/calendar for further details.

PSST... save May 21 for Solutions Conference with Annual Meeting & Expo in Minneapolis, MN (more details to come in a future issue).

We look forward to an exciting year and in all things, we promise to help Move Professionals Forward.

Co-Directors, Associations North

CEO Strategy Series Cohort, 2019.

Associations North Diversity & Inclusion Leadership Program Participants January 2019.

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Combining to Meet New Challenges The administrative merger of Minnesota’s largest Bar Associations will help them meet the needs of an ever-changing industry.

As leaders of associations guide their organizations into the future, they must constantly adapt to meet the ever-shifting needs of their members. That is particularly true in the legal industry, where firm business models have been rapidly changing, client legal budgets have been cut, and technology has revolutionized how attorneys conduct their day-to-day operations. Recognizing an opportunity to evolve and better serve their members, the Minnesota State Bar Association, Hennepin County Bar Association, and Ramsey County Bar Association just completed a merger of the professional staff members that keep their organizations running.

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“We wanted to increase value to our members, and that meant increasing collaboration between the bar associations,” explained Cheryl Dalby, former Executive Director of the Ramsey County Bar Association and newlyappointed CEO of the combined bar staff. “This allows us to be more focused and efficient to help our members thrive.”

The idea for increased collaboration began five years ago, when the boards of the three associations started to explore ways to work together. When long-time Minnesota State Bar Association Executive Director Tim Groshens announced his retirement last year, the time was right to create one professional staff that could more effectively serve all three organizations. The three boards voted to approve the merger in June, and by January 1 of this year, all staff members were employed by a single entity.

“It was a solution that worked for us because these three associations have had a strong relationship for over 100 years,” said Susie Brown, former Executive Director of the Hennepin County Bar Association and newly-appointed COO of the combined bar staff. “We have common members and deliver complimentary services and programs.”

The merger only pertains to the professional staff members that support the organizations and their related foundations; the three bar associations themselves will still maintain their autonomy as separate institutions. The

“We wanted to increase value to our members, and that meant increasing collaboration between the bar associations” combined 44 staff members will now have the flexibility to become more specialized in their areas of expertise.

Their work spans a number of different areas including administration and finance, technology, marketing and communications, a bar services team that manages educational programming, diversity and inclusion, government relations, pro bono work, and referral services to connect the public to attorney members.

Although there have been some growing pains, staffers have mostly been excited about having a bigger team to support them. It will allow staff to provide a wider variety of services to meet the needs of the legal community, while also creating efficiencies that will save time and money and reduce duplication.

The collaboration even extends to the associations’ physical

space. A year prior to the decision to bring the staff together, Minnesota State Bar Association, Hennepin County Bar Association, and the Volunteer Lawyers Network decided to move into one location together after previously being neighbors in downtown Minneapolis. The shared technology, reception services, and conference rooms were changes that later aided the staff merger.

“That exercise was a significant part of paving the way for this opportunity,” Brown said.

The combined staff will maintain two offices in Minneapolis and St. Paul, ensuring an accessible presence in their communities.

“Without the three boards’ willingness to consider another way of operating and trust each other, this would have been impossible to do,” Dalby said. “They were willing to do something not many other organizations would consider.”

Over the next several months, the combined staff will work to create a culture that benefits all three bar associations.

They have been changing the ways they work and think, while uprooting themselves from their comfortable spaces to work more closely together as teams.

A revolutionary change like this has allowed the associations to take a fresh look at the programs and services they offer, altering the way they do business.

As for the attorney members of the bar associations, there has been little noticeable change. While leadership has made every effort to maintain transparency, get the details right, and communicate important updates, there haven’t been any disruptions in what the membership expects and receives from the bar associations.

To learn more about the bar associations, visit them online at mnbar.org, hcba.org, and ramseybar.org.

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Advancing Leaders: Fuel for Forward-Thinking

Capacity: Too much, Too little, or Just Not Aligned Eric W. Curtis, Curtis Strategy

Shifts in revenue, expenses, funding, and/or staffing resources, are threatening the operational sustainability of organizations and is driving them to the point of having to restructure. In response to this shift, leadership must prioritize understanding their capacity, structure themselves accordingly, and improve efficiency when meeting levels of customer demand.

Capacity, defined as the actual or potential ability to perform, yield or withstand, or the maximum amount or number that can be received or contained, is where discussions need to begin.

As it relates to organizations, capacity concerns how staffing and systems are designed to effectively deliver services to a specific volume of business. It is about building the organizational structure to withstand the volume of business in a financially sustainable way, all while achieving the desired outcomes.

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organization for long-term success. In our experience with clients, following a proven approach to restructuring will help organizations increase production, save money, optimize staff, reengineer service delivery, and support decision making by Leadership.

We recommend approaching organization design in 3 phases: core process, job functions, and overall structure.

Core Process Prior to an organization examining the role of Staff within a company, department, or team, they must first define the current core process that a customer (student, patient, individual, etc.) would experience operationally.

The core process, or customer experience, must be dissected in order to learn where the capacity and volume levels are not logically, functionally, and financially aligned.

Historically, issues with capacity were solved simply by adding additional staff. Today, with limited financial resources available, organizations must find ways to become more efficient in order to survive.

We examine this from the viewpoint of the operational process as a whole, in order to understand the high level of strategic need, the logical flow, and the value to the customer. It is then that we can ensure the capacity can withstand customer demand and elasticity in volume.

Having a detailed plan and specific approach to organization design is a major factor in successfully restructuring and positioning an

It is also during this Phase, that valuable insight can be gained concerning the aspects of the core process that no longer add value and

what aspects are missing and need to be added. This is one phase of three that helps build the logic to support the decision making and change process for redesign.

Job Functions As work is being done to define an organization’s core process, this next phase can begin. Utilizing the job post process, leaders and staff will develop a comprehensive understanding of the roles of job functions within an organization. Once this depth of understanding is reached, those functions can be aligned to the core process and, in turn, determine staffing levels, allocation of resources, staffing capacity, and alignment within the overall structure.

Overall Structure Organizational structure is the final piece of the operational puzzle which builds upon the capacity information derived from the core process and job function phase. This Phase will bring in to question staffing roles, functional alignment, and outcome effectiveness.

While these are complex decisions, we encourage leaders to focus on the benefits of redesigning an organization to improve capacity. These benefits include: • Increases in revenue performance or expansion • Identifying non-value added activities and cost savings • Increases in staff production and moral • Strategic discussions about the alignment of services to future demand • Identifying gaps and duplications in service With the correct approach, departmental and organization-wide restructuring initiatives can ensure organizations remain viable for the future.

Advancing Engagement + Recruitment: Moving Membership

Do We Need Volunteers?

Peggy Hoffman, FASAE, CAE

Let’s be honest, this is a question most of us in association management have asked at some point. It’s a fair question.

Managing volunteers takes resources. The governing board costs alone are often a significant budget item. Ineffective volunteers have made decisions with negative ramifications for associations. And, then there’s the issue of time. Getting a group of volunteers to deliberate and come to a decision often slows the process.

What if it’s not the volunteers though? What if it’s our volunteer strategy and our volunteer program? That was the question explored in the ASAE Foundation Mutually Beneficial Volunteer Study (MBVS). The study highlighted how our practices undermine our ability to leverage our volunteer workforce. It also provided insight in how to change that.

Here are 3 starting points.

• Expand your volunteer opportunity portfolio. One of the key mismatches in our volunteer programs is job design that doesn’t address time constraints and convenience; 59% of volunteers cited the need for adjustments to schedule & time-commitment. Embrace a variety of volunteering options from micro-volunteering to episodic to traditional. Leverage technology for virtual volunteering and serving volunteers.

• Don’t skimp on orientation and training. Volunteers cited lack of clarity around the volunteer job and lack of sufficient training as deterrents to a satisfying opportunity.

Associations are responding with short videos, orientation webinars and embedding training into their LMS systems.

• Build in measurable outcomes and feedback. In the MBVS, this was an area that both staff and volunteers rated their respective associations low. One of the primary drivers for volunteering is giving back in a way that makes a difference. Setting goals that can be counted and celebrated reinforces the work your volunteers are contributing.

Allowing for free flow of feedback gives the volunteers and staff a voice in the shaping a volunteer program that moves the mission and meets member needs.

Need two powerful reasons why we should take the time to rethink our volunteer program? If we go back to that first question – do we need volunteers – the answer is yes.

Consider these findings from the study.

• Volunteers extend our capacity – by 20-25% on average. That statistic based on the average hours volunteered comes from the ASAE Foundation Mutually Beneficial Volunteer Study (MBVS). These hours bring extra resources, critical skills, and subject matter expertise that supplement our professional staff.

59%

of volunteers cited the need for adjustments to schedule and time commitment.

This is one of the key mismatches in volunteer programs.

• Volunteers are more loyal and have a higher retention. That translates to retention, sales and donations. It turns out that one simple volunteer role shifts a member’s value perception 6 points (from 38 to 44 percent in the Net Promoter Score).

Often volunteering is one of the “stickiest bonds” that an association can have with its members.

A well-designed volunteer strategy deepens membership engagement and make volunteers an incredible asset to your organization.

See Peggy Hoffman live at Associations North Creating an Exceptional Volunteer Program on February 20 Attracting and cultivating member volunteers is key to your association’s success. The game has changed and it’s requiring us to think and act differently to engage members as volunteers. Join us for deep dive on today’s volunteer – what connects them and what turns them away. Details at: associationsnorth.com/calendar.

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Advancing Meetings + Events: In The Details

2019 CAE and Beyond Lowell Applebaum, CAE, CFP

As we enter 2019, we find the Certified Association Executive (CAE) continues to serve as our industry’s seminal credential. As of the end of 2018 there were over 4,300 Certified Association Executives. The CAE credential is the marker of a committed association professional who has demonstrated the wide range of knowledge essential to manage an association in today’s challenging environment.

If you have kept an eye on ASAE’s job board over the past few years, you probably have noticed the trend of more employers seeking candidates that have their CAE. Even as we all observe in our own organizations, we know that an industry’s certification should continually evolve and improve to better serve those who hold the credential as well as the organizations that employ them. With that focus, it is my pleasure to share some CAE updates for 2019 as well as those on the horizon:

– it is included in the 40 as it stands today. This ethics credit can be fulfilled through qualifying professional development as currently defined.

Online Application/Renewal – We are currently testing a platform to shift the CAE application and renewal process from paper to an online portal. It is our hope that this will make it not only easier to apply to take the exam and renew the credential, but that through online tracking of your professional development that qualified candidates will recognize earlier in their journey to CAE that they are already on the path.

CAE Badge – In 2019, ASAE plans to provide a digital badge for those who hold the CAE credential. This will allow those who are current in their certification to easily be recognized for their CAE status with colleagues and potential employers.

Looking Ahead to 2020:

C-suite Experience Requirement Shift – Starting with applications for the May 2019 exam, those who are employed as a Chief Staff Executive or a C-suite level executive as a qualifying organization must now be an employee for just a minimum of ONE year. All other prerequisites remain the same.

CAE Content Update – Every five years, the CAE Commission conducts a job task analysis to verify the relevancy of the domains and content of the CAE and make any necessary updates. This analysis will take place in 2019 with the first exam reflecting these content updates taking place in 2020.

Ethics Renewal Requirement – For those who will renew in 2020, one of your 40 credits of continuing education will have to be ethics focused. Please note – this is not an additional credit

Competency Based Education/ Credentialing – Currently the CAE Commission is in a multi-year process of designing an alternate path to the CAE – one that does not count ‘hours’

but instead focuses on how candidates/ credential holders can demonstrate their competence through how they have applied their knowledge and skills.

Look for more information on this alternate path in the coming months.

The first step toward earning your CAE, after you’ve met your experience and education eligibility requirements, is to submit an application. You should submit your application once you meet the application criteria and are prepared to sit for the exam within the next twelve months.

The application deadlines for upcoming exam dates are listed below. Please note that your application must be received in the CAE Program office by close of business on the listed date.

• Friday, May 3, 2019 exam The application deadline is Friday, February 22, 2019 • Friday, December 6, 2019 exam The application deadline is Friday, September 27, 2019 The application fee is $500 for ASAE members and $750 for nonmembers.

As always, we hope that if you hold the credential that you are #CAEproud and will share it. And if you know someone who should have their CAE, encourage them to start their own journey.

If you are interested in learning more about the CAE, Associations North will hold the next CAE information meeting will be on August 6.

You can find details on the CAE exam, requirements, renewal and more at: asaecenter.org/cae.

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Advancing Diversity & Inclusion: Journey Forward

Building Diversity in the Association Industry Associations North

How do you demonstrate the value of diversity? For Associations North, that question sparked an initiative nearly five years ago that developed into a strategic organizational priority and a Diversity & Inclusion (D&I) Committee was formed.

“In the fall of 2014, our initial goals were to present the business case for diversity and inclusion, serve as a model for other associations, strive for membership to be reflective of the community at large, and identify any existing barriers to participation,” explained Sarah Ruzek, Co-Director of Associations North. “Four years later, our D&I Committee is stronger than ever and continues to grow our D&I efforts.”

In 2018, the D&I Committee was looking for innovative ideas to take the initiative to the next level. The committee expanded their efforts to include sponsorship outreach, workforce development, and D&I resources for members.

“We took a careful look at our membership, their needs, and what we as a committee could do to cultivate strong leaders and foster diversity, inclusion, and growth within associations,” said Committee Co-Chair Andrea Jauli.

“What developed from this research was a leadership and mentorship program to engage and develop diverse professionals in associations.”

“Nearly 20 members from Associations North committed to providing financial resources to fund and support the inaugural program.”

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The effort culminated in the launch of the Associations North Diversity & Inclusion (ANDI) Leadership Pilot Program in January. Through the 10-month program, six participants attend leadership training sessions with a focus on executive presence, communication, and change management.

Additionally, participants are paired with mentors in the industry. Nearly 20 members from Associations North

committed to providing financial resources to fund and support the inaugural program.

After a comprehensive application process, the Associations North D&I Committee selected the following six participants for 2019: • Arzu Alimohd, Ewald Consulting • Lenette Bender, Global Management Partners • Andrea Jauli, Industrial Fabrics Association International (Diversity & Inclusion Committee Liaison) • Angela Lammers, Cetera Services LLC • Juee Trivedi, MN Hospital Association • Ivan Woyno, MN Youth Soccer Association Through the ANDI program, these participants are fully immersed in a cohort leadership experience with a diversity and inclusion lens.

“I am so excited to have the opportunity to participate in this program,” Bender said. “As a life-long learner, it has helped expand my leadership knowledge and provide tools to better serve my association and membership.”

Two fellows from the University of Minnesota’s Carlson School of Management serve as the group’s facilitators: Louellen Essex and Amy Tolbert, who is also a Principal of ECCO International.

Participants are guided through a results-oriented teaching approach that utilizes a combination of lectures, discussions, and working sessions.

When the program concludes at the end of 2019, graduates of the program will be encouraged to stay involved with Associations North by helping with future ANDI programs, volunteering as mentors, serving on the board of directors, or participating at Associations North events.

“As I reflect on our D&I journey, I am proud of how much we’ve accomplished,” Ruzek said. “We are excited to graduate our first ANDI Leadership class and will continue evolving to promote diversity and inclusion in associations.” To learn more about Associations North’s ANDI Leadership Pilot Program, visit associationsnorth.com/ANDI.

THANK YOU! Associations North Diversity & Inclusion Leadership Program (ANDI) Sponsors:

Associated General Contractors of Minnesota Association Development Services BATC - Housing First Minnesota Elevate Management Company Ewald Consulting Global Management Partners, LLC Industrial Fabrics Assn Int’l IntrinXec Management Inc. Management HQ

Marine Retailers Association of the Americas Minneapolis Area Assn of REALTORS® Minnesota Association of REALTORS® Minnesota Electrical Assn, Inc. Nexstar Network Professional Liability Underwriting Society Synergos Association Management Company Visit Saint Paul

In principle and in practice, Associations North values and seeks diversity and inclusiveness within the association management industry. Associations North advocates for and promotes involvement, innovation, and expanded access to leadership opportunities that maximize engagement across underrepresented groups in Association North’s membership. Associations North will provide leadership and commit time and resources to accomplish this objective while serving as a model to other associations.

Coming April 18

INSIGHTS S U M M I T

Details at : associationsnorth.com /insights 12

SPONSORED CONTENT

Community Insights

Expert Insight: An Inside Look at the Event Planning Playbook from a State-of-the-Art NFL Stadium Learn more about Associations North member, host of the 2017 Annual Meeting & Expo, Diversity & Inclusion sponsor and featured partner, U.S. Bank Stadium.

Minnesota’s new stadium has the largest transparent ethylene-tetraflouroethylene (ETFE) roof in the nation and five 95-foot high pivoting glass doors that open to a nearly three-acre plaza and the Minneapolis skyline.

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Meet Danielle Ottman, Sales Manager for U.S. Bank Stadium in downtown Minneapolis. Ottman specializes in helping clients transform U.S. Bank Stadium’s dynamic event spaces into the perfect space for any celebration, meeting, or reception. Danielle has had a hand in hosting hundreds of events since opening U.S. Bank Stadium in July 2016.

Q: What is your favorite feature of U.S. Bank Stadium?

Q: What is one piece of advice for event planners looking to host an event at U.S. Bank Stadium?

Q: What is the most memorable or unique event you’ve worked on at the stadium?

A: The stadium comes loaded with opportunities for activation that elevate the guest experience. From social media sharing platforms like Tagboard, to built-in sound systems, and the latest in technology, U.S. Bank Stadium is a venue that packs a punch when it comes to features. Remembering to utilize these tools, or add in Stadium Tours and interactive field games as bonus activities, are simple tricks to wow your guests while at U.S. Bank Stadium.

A: An event that’s had a lasting impression was a large, Minnesotabased corporation that celebrated a milestone anniversary on the field for 250 employees and guests. This event incorporated the history of the company and showcased their products with a theme that exemplified the four seasons. Using a customized menu and expert mixologist, this company nailed every detail and activation, creating a truly memorable event for guests and employees alike.

A: It is hard to choose a favorite feature in the stadium, but I really enjoy the outdoor patio in Mystic Lake’s Club Purple. The space overlooks downtown Minneapolis and highlights the city skyline, which makes for an exceptional reception venue.

Q: Why would you recommend USBS as the best choice for an event venue?

A: I love helping clients build events in this facility because we can take small ideas from scratch and create the perfect event for groups of truly any size.

Our spaces have distinct personalities and features that naturally allow clients to run with themes ranging from traditional stadium parties to elegant soirees.

For many clients, hosting an event at U.S. Bank Stadium means boosted attendance records. Your event can reach new heights and crush attendance goals by utilizing the allure of the stadium’s national spotlight as the Home of the Minnesota Vikings, Super Bowl LII, and the 2019 NCAA Final Four.

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Advancing Communications: Stay Connected

Four Strategies for the Problem Procrastinator Randy Dean, MBA

We all do it, some more than others... procrastination. But if you do it consistently, you not only are probably a bit annoyed with yourself, you might even hurt your long term personal and career potential and success. I’d like to share with you four key tips I use to help myself get going when I don’t really want to get going.

Make “Tasking” Part of Your Daily Start-Up. I’m a huge advocate of the smart daily task list -- a list of tasks for today that keeps you moving toward your personal and professional goals and project completions. I strongly recommend that most professionals spend the first few minutes of the day building a smart task list for that day that both meets their needs to respond to new urgent or emerging items, but also keeps your critical longer-term projects, activities, and efforts moving forward.

I see the creation of a daily task list as one of the most “self-motivating” things you can do, because even if you don’t feel particularly motivated, once you start laying out what needs to be done, it creates inherent pressure on you to get things going -- it essentially acts as its own antidote to procrastination! Once you see what you need to get moving on, it is hard to stay still. And if you do it early in the day, that means you’ll get started sooner every day.

2-4X

Is the number of times a week you should block out time on your calendar for your most important strategic items and get those “big” things moving.

But don’t make your task list overwhelming and thus “de-motivating.” Some people are really good at building such a huge task list every day that they basically stack the deck against themselves. A task list can actually KILL your motivation if you know you have no chance whatsoever to keep up with it.

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I’m a big fan of “less is more.” As part of my daily start up routine, I also look at my calendar for today, and ask a critical question: “How much time is already blocked/spoken for, and how much time is actually available?” I then look at my task list and ask, “Is this even realistic considering my calendar for today?” And, if it isn’t, I then move several tasks off my list for today to a later date/time (a very easy thing to do in most software-or-app-based task lists, like Outlook, Google, Toodledo, etc). And of course, I try to move the less important, less urgent items first -- that is actually “smart procrastination.”

You see, when my task list is overwhelming, if I move several of the less important/less urgent items off the list to a later date/time, I do two things: I make my list for today MUCH shorter (and thus more doable), AND I also by default PRIORITIZE my day. I’m only left with the most important/ most urgent stuff! And, on many days, especially when my calendar is busy, this is all the motivation I need to really get things moving.

Block Time for the “Big Stuff.” The final, slightly more advanced strategy for reducing procrastination is doing some strategic time blocking on your calendar. What that means is looking ahead on your calendar, looking for larger open blocks of time, and then basically scheduling “meetings with yourself” to work on those big important things. If you just do this 2-4 times a week -- block time on your calendar for your most important stuff -- and then hold your feet to the fire when that time comes up (don’t check e-mail, Facebook, or fold your laundry!), and actually work on that big thing, you will start to see those big things get moving … and then get done.

Checking e-mail first can cause you to get completely sidetracked and taken over by the little stuff. Will my e-mail and other inputs potentially change my best laid plans for the day? Absolutely -- most every day my plan for the day changes a bit due to my received inputs. However, I exit my first wave of input management with a revised plan for the day that reflects my time for the day, my key projects/tasks for the day, and my newly received inputs for the day. And, almost always, that just naturally creates momentum and makes the “procrastination” naturally disappear.

Advancing The Essentials: Invaluable Insights

IRS Releases Guidance for Nonprofit Employee Parking and Transportation Costs John J. Tauer, CliftonLarsonAllen LLP

If your association directly or indirectly pays any of the following costs you will be required to address a new IRS requirement that took effect January 1, 2018: • Own a building which includes a parking lot • Pay lease payments that provide employees the right to use a parking lot • Pay for employee bus or train passes for employee commuting purposes • Pay for reserved parking spaces for employee parking Of the many provisions in the 2017 Tax Act, the taxation of transportation fringe benefits has the potential to affect most associations. New IRS guidance clarifies when an organization must include the cost of this common employee benefit in taxable income and when it can be excluded. While all employees can still exclude certain commuter benefits from the employees’ taxable income, for-profit employers are no longer permitted to deduct the

“For associations, tax is imposed on various benefits, including transit passes, reimbursements, flexible spending arrangements for commuter expenses, and parking.”

cost of providing those benefits. But nonprofits and associations have a different rule. For those that were not deducting these costs from taxable income, the tax reform law requires that benefits incurred on or after January 1, 2018, must be reported as taxable income on Form 990-T. Calculating taxable transportation fringe benefits For associations, tax is imposed on various benefits provided to employees in connection with commuting to work, including transit passes, reimbursements, flexible spending arrangements for commuter expenses, and parking.

The IRS recently issued Notice 2018-99, which clarifies the amount of parking expenses subject to tax. This includes parking provided to an employee on or near the premises of the employer, or on or near a location from which the employee commutes to work: • Taxable benefits include parking facilities owned or leased by the employer, as well as situations where the employer pays a third party for the employee parking spaces.

For example, individuals receiving the benefits may be employees of a management company that provides parking benefits. If the nonprofit pays a management fee for those benefits, the parking benefits must be reported as taxable income on Form 990-T. • The calculation is based on the cost of the parking or parking facility, not

its value. Costs that may be included: repairs, maintenance, utilities, insurance, property taxes, interest, snow and ice removal, trash removal, cleaning, landscape costs, parking lot attendant expenses, security, and rent.

The cost of depreciation cannot be included because depreciation is not a parking expense, it is an allowance for exhaustion, obsolescence, and wear and tear on the parking facility. Until Treasury regulations are released, an association may use any reasonable method to calculate its parking costs, excluding the fair market value of the parking.

• The cost of reserved employee parking spaces are included as taxable transportation fringe benefits.

Employers that decrease or eliminate reserved parking spaces by March 31, 2019, can exclude the value of these retroactively to January 1, 2018.

• If, after removing any reserved parking spaces that are provided to the employees, more than 50 percent of the actual or estimated use of the remaining spaces is to provide parking to the (non-employee) general public, then all of the costs of the remaining spaces are excluded from taxable transportation fringe benefits.

Consideration must be given to normal business hours, empty spaces, space labeling, and other factors.

In order to properly determine if taxable income exists an association will need to carefully apply the recent guidance applicable to their facts and circumstances.

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WEALTH ADVISORY | OUTSOURCING AUDIT, TAX, AND CONSULTING Investment advisory services are offered through CliftonLarsonAllen Wealth Advisors, LLC, an SEC-registered investment advisor.

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John J. Tauer 612-397-3068 CLAconnect.com

Conversations: In Focus | Different view points. Different solutions.

What does work/life balance mean to you?

John C. Cunningham Executive Director, ARM of Minnesota

At this point in my life, balance is maintaining the relationships and responsibilities at home and work with minimal stress. Being willing to say “No.” Following a schedule-being aware of priorities and deadlines-at work and home. Maintaining open communication and not being afraid to ask for help.

Deanna Ekholm Chief Human Resources Officer, American Academy of Neurology

We are individually fueled by different lifestyles.

Some people keep their work and personal lives separate, some don’t. I like something in the middle.

Routine, self advocacy/boundaries are what keep me on the right track, and of course accepting the fact that you can’t plan for everything, and that the plans I’ve made are likely going to change 10 times before something is done!

For me, the right balance is not measured by equal hours between work and life, rather, it’s the quality of the time spent on both. I’ve spent far more hours of my adult life pursuing professional interests as opposed to personal. I’ve tried to give and get the greatest meaning from every personal hour spent with my family.

Kate Brenna Engagement & Learning Assistant, League of MN Cities

To me work/life balance (also referred to as integration) is about prioritizing what needs to get done in life. I believe it looks different for everyone, but ultimately is about contentment—feeling energized, productive, and engaged with your work and life’s passions.

Sarah Korbel Event & Operations Specialist, Marine Retailers Association of the Americas

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Calendar Of Events: Mark It + Make It For more details and to register, visit: www.associationsnorth.com/calendar

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WEDNESDAY FEBRUARY

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WEDNESDAY FEBRUARY

6

WEDNESDAY MARCH

Creating an Exceptional Volunteer Program Renaissance Minneapolis Bloomington Hotel, Bloomington 8:00 am - 1:15 pm

Webinar: Hiring Interns 101 – Developing a Sustainable Internship Program At Your Desk 12:30 pm - 1:30 pm

Webinar: The Mindfulness Edge: How 1 Habit Improves 90% Of Your Results At Your Desk 12:30 pm - 1:30 pm

Attracting and cultivating member volunteers is key to your association’s success. The game has changed and it’s requiring us to think and act differently to engage members as volunteers.

Join us for deep dive on today’s volunteer – what connects them and what turns them away.

If done well, internship programs can offer tremendous benefits to small-to-mediumsized organizations, in terms of increasing productivity and recruiting future staff members.

But, how do you get started? Join Tracey Dowling and Li Pon, of Florida State University’s Career Center, for an in-depth workshop.

Imagine that you could transform daily activities that are normally thought of as “wastes of time” into some of the most productive moments of your day, allowing you to rewire your brain in ways that help you make better business decisions and improve leadership effectiveness. Cutting edge research in neuroscience suggests you can.

Upcoming Events February 20

Creating an Exceptional Volunteer Program

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Webinar: 29 Tech Tools to Create Cool Content for Social Media

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Membership Meetup Group

27

Webinar - Hiring Interns 101 - Developing a Sustainable Internship Program

April

6

Webinar: The Mindfulness Edge: How 1 Habit Improves 90% Of Your Results

7

Advocacy Meetup Group

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Associations North Diversity & Inclusion Program: Communications - Presenting & Writing

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CEO Strategy Series: Strategy & Innovation

27

Webinar: An Inclusive Society - Under Construction

May

2

Webinar: The Impact of New Global Data Privacy Regulations

4

Member Visits

11

Communications Meetup Group

12

20

Associations North Diversity & Inclusion Program:

CEO Meetup Group

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Executive Presence - LAB on Skills

Meetings Meetup Group

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21

Solutions Conference with Annual Meeting & Expo

Insights Summit

20

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Membership Meetup Group

Associations North Diversity & Inclusion Program (ANDI):

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Communications - Presenting & Writing

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March

CEO Strategy Series: Leadership Development

BRAIN POWER You Won’t Hire the Wrong Speaker If You Ask These 6 Questions By: Mel Kleiman, Humetrics Inc.

1

What makes you an expert in your subject area(s)?

Tells you their real world experience or if it is based on education.

4

What’s the latest information or ideas you’ve added to your presentations? Is this speaker keeping up with our rapidly changing world? This will help you find out.

2

How do you prepare and customize your material to fit each audience? Gives you an indication of how much the speaker is willing to invest in the presentation.

5

Do you have any flexibility in your fee? It never hurts to ask.

3

On a scale of 1 – 10, where 10 is highest, how would you rate yourself as a speaker? What makes you that number? What do you need to do to be able to give yourself an even higher rating? Provides insight into openness and honesty.

6

May I have the names and contact information for three clients you’ve served in the past year? They’ll only give you their best references, but, when you make the confirming calls, you can also ask what other speakers the reference thinks are outstanding and add them to your list of possibilities.

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The North Experience: Jingle & Mingle Celebration

Over 200 attendees Jingled and Mingled at Associations North 2018 Celebration & Silent Auction on December 7th. Highlights included the silent auction with over 120 items, Plinko with great prizes, fun photo station, Heads or Tails Game and sock donation wall benefiting St. Stephen’s Human Services.

SAVE THE DATE! December 6, 2019

Education, team-building and making connections, all while having FUN!

To see more photos, visit the Associations North Flickr page: flickr.com/p hotos/associ ationslive

SPONSORS

Lauren B Photography • Olsen Thielen & Co., Ltd 22

EVENT PLANNERS. We get you. You have a lot on your plate.

We’ll help you clear it.

rivercentre.org

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Et Cetera: Association Extras

WELCOME, NEW MEMBERS! Breanna Buxrude

Sheraton Duluth Hotel

Lisa Crain

Rosedale Center

Ann Dunne

U. S. Bank Stadium

Lindsey Fossom

MN Commercial Association of Real Estate

Alex Hazard

Association Development Services, Inc.

Karen Kelly

AAA Minnesota-Iowa

Jessica Rieflin

Wisconsin Dells VCB

Lisa Schlosser

Minnesota High Tech Association

Leah Spielman

Ingenuity Marketing Group LLC

Joanna Tacheny

Best Western Plus Bloomington

2019 COMPENSATION & BENEFITS STUDY Associations North is conducting the 2019 Compensation & Benefits Study and your participation is essential. In order to get accurate and reflective results, we need your help. Watch your email for survey link and instructions. Final digital download will be available Spring 2019. For more information on Associations North Compensation & Benefits Study, visit: associationsnorth.com/salary.

NEW! SAMPLES & TEMPLATES RESOURCE Associations North has collected over 120 sample policies, procedures and other templates relating to various association management topics to help save you time. Search by Advocacy & Public Policy, Communications, Financial, Human Resources, Membership, Board & Governance, Diversity & Inclusion, General Operations, Meetings and Volunteer Management. Check it out at associationsnorth.com/samples.

INSTITUTE FOR ORGANIZATIONAL MANAGEMENT - $500 Associations North is proud to partner with Institute for Organization Management, the U.S. Chamber of Commerce Foundation’s professional development program for non-profit executives, and offer two $500 partial tuition scholarships to one of Institute’s 2019 sites. The two scholarships, available to our members, will be awarded to students attending Institute for the first time to assist with enrollment fees and cannot be combined with any other Institute scholarships.

Find details at: associationsnorth.com/scholarships.

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SPOTLIGHT: MEMBER IN MOTION Get to know industry movers and shakers.

Ivan Woyno Director of Enterprise Development MN Youth Soccer Association

Words to live by...

Be yourself, they can’t take that away from you.

What is something you like doing the old-fashioned way?

Cooking. All-natural ingredients. Nothing out of a box.

How do you recharge and relax?

Cuddle up with the family and watch a movie.

Dog included.

What is something everyone should do once in their life?

Travel to a distant foreign land, even if it is just for a weekend.

Your biggest pet peeve with modern technology...

That in many homes it has replaced story telling and family time.

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Who was your childhood idol?

My mother. She defied societal norms in order to do what was right, not what was popular.

WE HEARD YOU. WE’RE READY.

Expanded education, deeper learning and enhanced trade show with the ideal mix of connections, inspiration and solutions you’ve come to expect. associationsnorth.com/solutions

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*BARCODE ENDORSEMENTLINE FIRSTNAME LASTNAME BUSINESS ADDRESSLINE 1 ADDRESSLINE 2 CITY, STATE ZIP

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MORE CHOICES TO STAY. MORE SPACE FOR ASSOCIATION GROUPS.

With over 42 hotels, six new properties, and 9,200 guest rooms, Bloomington is home to the largest concentration of hotels in Minnesota. That means there’s always room for groups to stay, meet and work. And the Mall of America® serves as a dynamic backdrop and instant entertainment complex for evening outings that everyone can enjoy.

Explore Bloomington and book your association group at tcook@bloomingtonmn.org