FOCUS NORTH September/October 2020
Reaching a Greater Audience By Shifting its Annual Conference Online, Greater Public Set a New Path to the Future PG 5
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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
CONTENTS
Sarah Kragness Education & Project Manager Sarah Ruzek, Co-Director VP of Finance & Education
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Chris Villeneuve Membership & Office Manager
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Reaching a New Audience By Shifting its Annual Conference Online, Greater Public Set a New Path to the Future
Mission
Advancing Leaders: Fuel For ForwardThinking The “Roughly Right” Strategy
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Moving Forward Together
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What’s CO-ing On?
18 Conversations 19 Calendar of Events 20 Brain Power 24 Et Cetera
To advance and serve the association management profession in Minnesota, North Dakota and South Dakota.
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Vision
Associations North, our members and their associations will thrive and grow.
Advancing Engagement + Recruitment: Moving Membership
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Marketing to Membership is a Mistake – Particularly in a Pandemic
Diversity & Inclusion
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.
Advancing Meetings + Events: In The Details
25 Spotlight: Member in Motion
Does it Stay or Does it Go? Programmatic Evaluation in a Time of Shift
16 Advancing 15 Advancing Communications: The Essentials: 11 Advancing Diversity & Inclusion: Stay Connected Invaluable Insights Journey Forward
Reacting in the Moment while Planning for the Future
A Prescription for Managing Through the Current Crises
What Businesses Need to Know About Payroll Tax Deferral
Board of Directors One thing on my bucket list is... Robbie Thompson (2020 Chair) Professional Liability Underwriting Society
Writing a historical non-fiction novel
Angela Kisskeys Associations North
Mark Salter, CAE, ABC (Past - Chair) CFA Society Minnesota
Visit Scotland with my entire family
Justin Bieganek Mercury Creative Group
Mary Detloff, CAE
Janel Fick Global Management Partners LLC
Amanda Friedrich, CMP Visit Saint Paul
David Siegel, CAE, IOM (Chair - Elect) Builders Association of the Twin Cities Clara Albert, CAE (Secretary / Treasurer) MN Electrical Association Sarah Ruzek Associations North
Visit Thailand
Write a book
Travel to Australia
Banff vacation
Live in Australia
Cuddle a koala
Maria Huntley, CAE, MANM Minnesota Academy of Family Physicians Karla Keller Torp Minnesota Shopping Center Association Christi Kokaisel, CAE, MBA American Academy of Neurology
Buy a condo downtown
Mediterranean cruise
Visit every National Park in the US
Visit all continents
Travel to every state
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Moving Forward Together: Associations North Partners
YEAR LONG SPONSOR: Explore Alexandria Tourism
Why we partner with Associations North We are happy to be involved with Associations North, and find great value in building relationships, opportunities to engage with members and take advantage of the excellent educational programs. We’ve built good relationships and look forward to more in the future!
How we can help associations The Alexandria Lakes Area has a long history as a popular vacation destination, on top of that we have great options for hosting events and conferences! Our staff is always happy to help from the start of planning through the end! Begin your journey at explorealex.com. James Feist, Executive Director, james@explorealex.com
PREMIER PARTNERS
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Fargo-Moorhead CVB | Kahler Hospitality Group | St. James Hotel | Visit Duluth
What’s CO-ing On?
Revisiting Your Investment Strategy Investment by definition is an act of devoting time, effort, or energy to a particular undertaking with the expectation of a worthwhile result. Think about that. Devoting time with an expectation of a worthwhile result. What is worth your time for a result you want? New possibilities, strategies, knowledge and skills? Let’s start by polling who’s busy. If we asked you to raise your hand if you are busy, we can confidently say most everyone would be raising their hands. But if we followed that question up by asking who would make time in their busy schedules for professional development, many would put their hands down. It’s another meeting, the cost is too high, I don’t have the time, and the list goes on. Sound right? Well, we are here to encourage that now is the time for new ideas, possibilities, strategies, skills and most importantly a new confidence for performing your role. Not tomorrow, today. Now is the time to stop what is no longer a priority and start challenging assumptions, gain new perspectives, learn different approaches and explore crucial conversations that impact your success. Now is the time to make an investment in your professional development. There is always room for growth and improvement, no matter your role. With the world moving at a faster pace than ever before, standing still is not an option. Don’t have FOMO on key conversations, knowledge on changing trends or finding your competitive edge. The more knowledge an individual can gain on a specific skill or topic, the more confidence they will have when performing in their roles. Better performers + better results = organizational success. Associations North is here for you. We believe in the power of investing. Our mission is to advance and serve the association management profession in Minnesota, North Dakota and South Dakota. It’s in our logo, to Move Professionals Forward. Trust us, we are committed to your success if you commit to invest the time. Associations North kicked off a 4-part series, Creating the Next Normal in September. The first speaker, Mary Kelly discussed economic trends, creating value and what’s next. Because it’s our nature to share, here are a few key highlights:
• Non-profit is a tax classification, not an operating philosophy – how can your association operate more like a business? • How do you create more value with less work? Hold a brainstorming session with one focused question on a particular area of your organization and have the most influential leader(s) speak last. Intriguing isn’t it? The ideas and insight didn’t end there. The Connect + Reflect session the day after was an engaging mindshare where attendees exchanged top ideas, asked questions and discussed strategies for the future. That was just over 2 hours well invested. The result? New enthusiasm? Check. Increased morale? Check. Strategies for the future? Check. All by investing. Associations North will continue to provide opportunities for you to invest. We just need you to make the time for new possibilities, strategies, knowledge and skills. We already have a lineup waiting for you including remaining sessions for Creating the Next Normal, Meetup Groups, CEO Strategy Groups, additional education and coming in 2021, CEOSync. If we continue to lead with a positive mindset, passion for the industries we serve and a willingness to invest in yourself and your team, we promise that investment will be some of the most valuable time spent.
Co-Directors, Associations North
• Where can you minimize uncertainty? Communicate the value of membership and the direction your organization is going. Members want to be informed. Action trumps fear and calm is contagious. Participants Connected + Reflected by sharing key concepts from Part 1 of Creating the Next Normal with Mary Kelly.
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Reaching a Greater Audience By Shifting its Annual Conference Online, Greater Public Set a New Path to the Future Associations in every industry are well-known for their ability to balance the diverse needs of their members against technological and financial limitations. This is especially true of Greater Public, an organization that has served a broad range of U.S. public radio stations – currently about 250 member organizations from the Alaskan wilderness to New York City – for the past 30 years. When COVID-19 forced the cancellation of Greater Public’s annual Public Media Development and Marketing Conference (PMDMC) in July, the association decided to flex its virtual muscle and develop a free, 10-week Summer Series to present content online and connect with additional members who would not usually attend the conference in-person. 5
“The virtual summer series was an exercise in seeing how far we could reach when travel was not an issue,” explained Andrew Leitch, Greater Public’s vice president of operations. “The technological capacity was already there, so it wasn’t a stretch to pull it together.” Hosted by Greater Public with technology that was already available to the organization and fully supported by sponsors, the series illustrated how many additional people could participate when all they had to do was enter an email address and go. Even though Greater Public has served the public radio ecosystem for decades, the PMDMC Summer Series helped elevate its profile to a new level. Leveraging its existing credibility, the organization was able to build additional thought leadership and set a new path for the future. Greater Public’s small staff of eight full-time employees and an additional eight part-time employees used the experience as an opportunity to learn how to better work with each other and their members. Before 2020, Greater Public operated in a way that many associations do: provide teaching and training opportunities, maintain an extensive resource library, conduct benchmarking, and host a large conference. They worked hard to identify what was essential across the different contexts of their membership. Then they segmented services and benefits to match the cost of belonging to the organization, all while evolving to remain relevant to their small and large members alike. When their new CEO joined Greater Public a few years ago, a renewed focus emerged to raise the organization’s profile and reach audiences beyond the public media ecosystem. Early this year, the organization began making preparations to go completely virtual by Halloween, after operating mostly virtual already for more than a decade, with staff spread around the country. Those plans took on new urgency as the pandemic unfolded through the spring and summer. The PMDMC Summer Series was a step in that direction and allowed Greater Public to strengthen its virtual footprint. It was a chance to maximize attendee experience, reach more members, connect with sponsors, and test what the organization was capable of.
“The number of unique online registrants reached nearly 3,000 compared to approximately 1,100 attendees who normally attended the in-person conference – an increase of 273%.” After the closing keynote on September 16, Greater Public analyzed the metrics and were blown away by the success of the PMDMC Summer Series. The number of unique online registrants reached nearly 3,000, compared to approximately 1,100 attendees who normally attended the in-person conference – an increase of 273%. The number of classroom hours also jumped from an average of 7,000 hours at the inperson conference to around 12,000 hours delivered virtually. “The PMDMC Summer Series turned out to be a fantastic way for us to make new connections and emerge as a stronger leader for our industry,” Leitch said. “We were able to maintain an equilibrium and bring down barriers to participation and inclusion.” Despite having to change plans due to COVID-19, Greater Public was able to pivot and experiment with what they could accomplish and how far they could reach. The PMDMC Summer Series helped them to connect with their enormously diverse membership, including by adding 600 new contacts who were already part of the public radio industry but who weren’t aware of Greater Public before. “The PMDMC Summer Series opened up doors for us to be a leader in the conversation,” said Leitch. “It was good timing for us, and it will help us get out there further and reach new heights.” To learn more about Greater Public and its PMDMC Summer Series, visit www.greaterpublic.org and www.pmdmc.org/ about-pmdmc20-summer-series.
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Advancing Leaders: Fuel for Forward-Thinking
The “Roughly Right” Strategy Mary Byers, CAE, Consultant
Humans love certainty. And we love to plan and decide and strategize when we are certain about the facts, the future and our assumptions. But what about decision making in times of uncertainty? The reality is there is no such thing as 100% certainty. In order to make confident decisions, however, we often fool ourselves into believing there is. We assume members will continue to renew and attend our meetings. Sponsors will continue to support our events and publications. And we’ll maintain enough relevance to continue to meet budget each year. And then, a pandemic hits--making assumptions impossible and destroying our plans. Worst of all, perhaps, it pulls the rug of certainty out from under us. This is where we find ourselves today.
“… the same circumstances that are causing discomfort are also midwifing the future.” But all is not lost. As Seth Kahan, author of Getting Innovation Right, shares, “…the same circumstances that are causing discomfort are also midwifing
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the future.” He’s right. The very things that are challenging you and your association now present an opportunity for change. COVID is a tailwind that forces innovation and as we’ve had to revise plans at a breathtaking, heartstopping pace, we’re showing ourselves what we’ve been capable of all along. Yet many association boards are still clinging to the past, assuming that the decisions we’re making are “for now” vs. “forever.” It’s true that some are. But here’s the harsh reality: for the foreseeable future, it’s “business as unusual” rather than “business as usual.” And rather than innovating with the idea that we go back to “normal” after the pandemic passes, we should be focused on creating the association of the future. That’s what thriving associations are doing. Here are two strategies to help your board help you through this time: Introduce the concept of “roughly right.” Columbia Business School professor Rita Gunter-McGrath says, “As the pace of competition becomes faster, decisions that are made quickly and in ‘roughly right’ mode are likely to beat a decision-making process that is more precise, but slower. Prediction and ‘being right’ will be less important than reacting quickly and taking corrective action.” Notice what she is saying? Act and then recalibrate as necessary. This is a foundational tenet of innovative organizations. If you wait for certainty, you’ll lose time and momentum. Ask
your board to be willing to be “roughly right,” basing decisions on solid data, of course. Provide options. Allow your board to choose between at least two options (but not more than three because having too many choices is overwhelming). Essentially, you’re asking them, “Would you prefer this or that?” If one alternative is offered and the board doesn’t like it, the only option is to vote it down. But if several options are offered, they can choose the one that’s most comfortable and you’ll get the nod you need to proceed. Be sure to provide enough data to make a well-informed decision so that they don’t opt out of choosing due to lack of information.
“But here’s the harsh reality: for the foreseeable future, it’s “business as unusual” rather than “business as usual.” One of the frustrations I’ve heard from association professionals throughout the pandemic is disappointment in their board. Many are waiting for the board to do the work that staff is paid to do: suggest and implement strategy to help ensure the association is viable and sustainable. Partner with your board by providing options for them to choose from and let them know you expect to recalibrate. This more comfortably allows for “roughly right” decisions. Keep the above strategies in mind as you continue to respond to the pandemic and you’ll not only manage your association well, you’ll also manage your board well. Not surprisingly, the two go hand in hand.
Advancing Engagement + Recruitment: Moving Membership
Marketing to Membership is a Mistake – Particularly in a Pandemic Maureen K. Heim and Trish Hudson, MPsSc - Melos Institute
Much attention has been given lately of how best to communicate with members, especially now that social distancing has limited the opportunities to connect with them. Our dependence on the written word to reach them has not changed substantially though its impact on their lives has. Drafting communications that compel members to engage has always been important, but finding the time has also been the obstacle. At the Melos Institute, we’ve been questioning the efficacy of traditional marketing practices in association communications to determine whether adjusting the approach would positively impact member renewals. The findings offer great promise on how current communications can be easily adjusted to get better results. What We Discovered Renewal notices, using traditional marketing practices and typically written to convince members with a host of reasons why they should renew, looked and sounded like most everything else members’ received from competitors and for-profit companies. Further, the language (focus, tone, and tenor) was written from the association’s perspective; forcing members to interpret the inherent value for themselves. In Ruthless Consistency, Michael Canic, President of Making Strategy Happen, suggests that this approach is certain to undermine the success of a project. We believed the traditional transaction-focused “salesoriented” language, while well-intentioned, was the underlying key factor. It was treating members like customers. We felt that an alternative had to communicate to members on two dimensions: (1) ways members could immediately benefit from the association, and (2) ways members could benefit from one another. What We Did We transformed the language (words, tone, and tenor) from transaction-focused to relation-centered. Additionally, we developed a renewal blueprint to ensure messages and guidance across notices remained relevant, seamless, and consistent. While space here limits sharing the details, the relation-centered/community-centric language, written from the members’ perspective, incorporated three concepts:
(1) reinforced the distinctive relationships and access that members have with the association as well as fellow members; (2) showed how the association operates as a conduit to members’ success and that of their field of endeavor; and (3) suggested specific actions they could take resulting in immediate benefit. Result The pieces not only generated better responses but also left members (and staff) feeling differently about the association. The transformed language changed the way volunteer leaders and staff viewed members and how they could be of support. Out of curiosity, we incorporated relation-centered language into a digital promotion for one association’s educational roundtable (pre-pandemic) which normally attracted 12-15 members. The adjusted relation-centered language attracted nearly 50 registrations in less than a day and nearly that many in subsequent days. Lesson We may have been told to believe that associations are businesses and employing traditional marketing practices is the way to go. We discovered that: • Traditional marketing strategies unintentionally make members behave more like customers assessing the value of the transaction over the value of the investment (time and money) to gain unparalleled access and support. • Associations are much more than businesses selling stuff. They exist as a conduit, providing information, knowledge, tools, and connections to advance members’ lives. We believe that relation-centered communications produces better outcomes. For those interested in delivering meaningful and purposeful experiences to members (while also generating necessary revenue), shifting your communications from transaction-oriented to relation-centered is worthy of your consideration. You’ll marvel, as we did, at the impact.
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Advancing Meetings + Events: In The Details
Does it Stay or Does it Go? Programmatic Evaluation in a Time of Shift Lowell Appelbaum, Vista Cova
A key tenant of a healthy organization is a system of regular programmatic evaluation to determine which efforts are bringing return, which need to be sunset, and where programmatic invention/investment is needed. In this moment of daily-shift, in order to survive and thrive, associations are being forced into rapid resource evaluation conversations that demand programmatic prioritization. As organizations refocus to create these new value outputs, which existing products or services are being put on hold/eliminated to create the space to do so? As our virtual work life becomes ever more normalized, what were initially emergency measures are becoming new realities. Associations are looking at their P&L sheets, creating new projections, and having difficult conversations around everything from when to trigger event insurance to staff pay reductions/furloughs/releases. As a next step in this adjustment, organizational governance is being asked the difficult question of where to pull back. Their association can’t do everything. The formats in which the organization has traditionally provided value and operated have shifted, and the needs the organization is trying to meet look radically different than weeks ago. In a time where so much has changed, bringing forward programmatic decisions that are one-off, go/no go decisions are causing feelings of fear and loss. Knowing these rapiddecision points are going to continue to emerge, a revised system and language of evaluation that can serve as a
foundation for discussions among the Board can help distance the feelings associated with having to simply stop doing those things which have been normative for so long. This can help our leaders refocus on future-oriented choices of greater impact. Measures of Programmatic Impact Board members need a simple snapshot of return for each output of the organization if they are going to evaluate what should be kept, invested in, or sunset. While generating a full Program Impact Matrix is ideal, in times of duress, a simple listing with three columns for each program may help. Fiscal Return – Without funds there is no organization. Which line items provide the means by which the association can create necessary mission-focused outputs? In thinking about where those lines of revenue come from, what modifications need to be made to ensure they evolve to fit the current environment? Mission Return – Not every output the organization produces has the same impact on mission. Which are mission critical? Which are mission aligned? Which are mission minimal – having outlived their time or no longer serve a greater audience? Momentary Return – This moment in time has highlighted organizational output areas that have either taken on greater relevance or have been quickly created to serve the needs of an isolated, digitally connected constituency. Which of these are current context relevant? Which provide value only until a sense of next-normalcy is realized?
Language of Evaluation The decision of where to align resources is not just in funding – it is also in staff time, volunteer time, and communications space. Rather than a go/ no-go decision for a program, consider this five-level system. Invest – These programs are best serving the needs of the membership and the organization right now. They may be new efforts, never-before tried, or modifications to existing programs. The gradient of investment should include potential long-term value and return of the solution under consideration. Maintain – These efforts are continuing to bring value and return to the organization as currently structured. Modify – These outputs and efforts have potential to serve the organization well in this moment, but not in their current form. It is worth an investment of resources to increase their potential value and return with specific guidance on what to invest and what is expected from the investment. Pause – This is perhaps the most powerful tool. Instead of elimination, leadership can choose to put a program on hold for a time period and return to it for evaluation at a future time. At the future time, an objective decision about the value of the program can be made with information collected during the pause period. Sunset – Capacity isn’t infinite – organizational strength is found in saying yes to the right things, and in recognizing and acting upon those that have ceased to provide meaningful value and return. In the end, at this moment every association is faced with having to make rapid, critical decisions of resource and value. Establishing a system of value contrast, incorporate a language of commitment gradients - each of these tools will help your governance not only lead through crisis, but author the hopeful future our members need.
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Advancing Diversity & Inclusion: Journey Forward
A Prescription for Managing Through the Current Crises Fabian J. De Rozario, GlobalConnect Enterprises LLC >> Bonus! View extended article on Associations North website We are facing several crises in our nation. Here are six ideas to help us heal and progress – as an individual and as a society. Human Connection & Reliance Our experiences of being sheltered-at-home have underscored the importance of the human connection. Regardless of the distances and difficulties, we find ourselves connecting with those who matter to us. As humans, we need to feel that we belong. We depend on others - many who remain invisible and unknown to us - and yet these people contribute to our quality of life. Farmers who grow our food, the driver who delivers packages, scientists working on vaccines, etc. We rely on a vast mixture of people to live the life we cherish. Understanding The willingness and diligence to seek understanding is crucial – especially in these unusual and challenging times. We live in a world filled with a huge variety of people. This diversity presents limitless options that can be brought together for good. Caution! Differences can also divide. It is the power of mutual understanding that bridges this divide. As we all strive towards the American ideal of fair treatment for all, we must understand that some people are treated quite differently - for no other reason other than just showing up as the human being that they are. Strive to better understand the experiences that others have, and the impact that it has on their families and communities, and the impact on our common humanity. Manage Biases and Stereotypes When a stereotype is combined with deep-rooted disdain, it can have horrifying consequences. The heartbreaking deaths of George Floyd, Breonna Taylor, and countless others compel us to examine the role of ingrained biases that result in the withdrawal of personal restraints, leading to the senseless deaths of human beings. These shocking events have shaken the core of our American values, revealing too many that racial biases are embedded in our common culture.
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Manage your biases and stereotypes. You are not responsible for your first or reactive thought, but you are responsible and accountable for your consequent thoughts and resulting actions. Appreciation Be appreciative and grateful. Never take things for granted. Despite the difficulties you may be facing now, I invite you to examine what you do have. Even in these difficult times, there are things that you can be thankful for. Live life with gratitude. It will lift your attitude. Your attitude will determine your altitude. New & Renew During this period of “shelter-at-home” and the nation’s distress about racial inequity, find ways to seek understanding and take initiative towards better outcomes – for your family and for your community. The many ways you can think of in dealing with the “NEW” are ways towards “RENEWAL.” Renewal requires opening yourself up to new ways of thinking and feeling. The life journey will always present us with new challenges and opportunities that call on us to refresh, to rejuvenate and to renew. Resilience A wise preacher once said, “Tough times don’t last, but tough people do.” Resilience means “bouncing back” from difficult experiences. Stories of our heroes and even our personal experiences have shown us that we can be adaptive, we can recover, and we can be resilient. Resilience is the ability to thrive instead of being traumatized. It requires being centered in your purpose and your moral compass, using these to drive through difficulties and to achieve the results you want to see. These six ideas spell out H.U.M.A.N. ℞. Consider these ideas as medicine we need in our “human race,” the prescription, a remedy for us to heal ourselves and our communities – together.
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Advancing Communications: Stay Connected
Reacting in the Moment while Planning for the Future Heather Boschke, Minnesota REALTORS®
Between daily Covid-19 information and executing plans so businesses can keep moving - it can seem like a luxury to think past the current moment. Marketing and communications teams are in a relentless and nimble balancing act of reacting in the moment while also thinking about and planning for the future. As we are all improving this dance while we learn new steps, there are four things I’ve found helpful in having a future forward focus while also allowing room for the unexpected. 1. Do Not Abandon the Content Calendar Keep your master calendar as your communications north star. Even though your calendar will change, being able to see all of your communication channels in one place while adjusting content is a helpful exercise to get all channels aligned. It also gives you a chance to look at all of your content as it relates to the other messages you have going out. What has worked well for our team while we work remote, is increasing our content meetings to twice a week. We have one longer meeting where we look two weeks out, and then one shorter check in at the end of the week which gives us time to adjust to recent news, and ensures we aren’t missing anything as we head into the weekend. Plus keeping your content calendar updated gives you a record as you start planning for next year, especially as you decide what content to keep, stop and start doing.
“Life is uncertain, chaotic and stressful right now… and having fun is required. There simply is not enough content that inspires happiness. And who doesn’t want happy members?” 15
2. Re-prioritize and Reshuffle Everything cannot and should not have the same level of priority. Because when everything is important, nothing is important. And while you may have had a solid communication plan for the week with all of the important things you wanted members to know –that new industry, COVID-19 or hot item just announced will take priority. And that’s ok. Try to avoid packing too many messages in your email, website, or social channel. We’ve learned that when we post multiple times a day on Facebook our engagement goes down, and when our emails have more than four key messages the clickthrough rate decreases. Choose quality vs quantity, and hopefully you can reshuffle your original messaging so it has time to shine. 3. Plan Monthly Themes Being in a constant state of reaction is exhausting. Setting aside time to review three months or even twelve months out can help bring you and the team up out of the weeds where you can find perspective. We give each calendar month a theme that is relevant to our members, which helps keep our content calendar details cohesive and allows for consistent messaging across channels. Sometimes when you are so far into the details of what needs to be communicated that day or that week, you can get stuck in reaction mode (que the exhaustion). By looking weeks and months ahead you can be sure not to miss some of the bigger things that may get overlooked when you are eyeballs deep in the fire drill of the moment. 4. Schedule time for fun Life is uncertain, chaotic and stressful right now… and having fun is required. Take a look at where you can build fun and lightness into your messaging. Whether it’s celebrating staff birthdays on social media, communicating the member blooper reel from the last video, highlighting member news or participating in random holidays (PS National Nacho Day is November 6!) – schedule time in the calendar for fun. There simply is not enough content that inspires happiness. And who doesn’t want happy members? :)
Advancing The Essentials: Invaluable Insights
What Businesses Need to Know About Payroll Tax Deferral John J. Tauer, Principal, CliftonLarsonAllen LLP
On August 8, 2020, President Trump issued a presidential memorandum directing the secretary of the treasury to defer the withholding, deposit, and payment of certain payroll tax obligations. Employees can defer paying their share of Social Security tax on applicable wages paid from September 1 - December 31, 2020. Any Social Security tax deferred for this period would be subject to an additional withholding amount from the employee’s paycheck from January 1 - April 30, 2021. The U.S. Chamber of Commerce has stated that many employers will likely decline to implement a deferral, choosing instead to continue to withhold and remit to the government the payroll taxes required. Which employees are eligible to defer? Any employee whose gross earnings are $4,000 or less on a bi-weekly payroll or $4,333 on a semi-monthly payroll. The above limits appear to be a “cliff,” meaning if gross earnings for that specific payroll period exceed the threshold amounts then none of the employee wages are eligible for deferral. Employee considerations Deferral of the employee share of Social Security tax results in an increased amount of take-home pay. The deferral is not a suspension of the payroll tax, and an employee will have twice as much Social Security tax withheld for the period January 1, 2021 through April 30, 2021 (assuming that pay remains the same).
Employer considerations Other than the employee goodwill that is created by not withholding the employee Social Security tax, the notice provides many burdens and uncertainties for the employer: The deferral does not appear to be mandatory but the employer must bear the burden of administering the deferral, including increased fees from payroll processing companies and increased risk of errors due to the deferral. The employer is responsible for withholding and depositing the additional withholding that occurs January through April 2021. Is deferral mandatory? Since the notice is silent and there are no penalties that could apply if employers continue to withhold payroll taxes following normal procedures, the deferral does not appear to be mandatory. If an employer does not opt into the deferral, it would be prudent for the employer to consider communicating with employees why the employer has chosen not going to defer (e.g., disruption of processes, risk of errors from changing procedures, cost of modifying computer programs for a temporary period). Payment of the deferred applicable taxes an employer must ratably withhold and pay from wages and compensation paid between January 1, 2021 and April 30, 2021 the total applicable taxes that the employer deferred under this notice. Otherwise, interest, penalties, and additions to tax will begin to accrue on May 1, 2021, with respect to any unpaid applicable taxes. If necessary, the employer may make arrangements to otherwise collect
the total applicable taxes from the employee. What if an employee quits or is terminated? The notice does not specifically address what happens if an employee’s employment is terminated before the deferred Social Security tax is recovered. The notice says “if necessary, the affected taxpayer may make arrangements to otherwise collect the total applicable taxes from the employee.” This should mean the employer may withhold the appropriate amount of Social Security taxes from the last paycheck for an employee who is no longer employed. It also appears to mean that if the employer fails to withhold sufficient Social Security tax from the employee, the employer is responsible for the shortfall. Should organizations implement the deferral? Review the advantages and disadvantages of the deferral. The advantage is employees receiving applicable wages should see higher net paychecks paid through the end of the year. The disadvantages or challenges, however, are significant. The challenges include difficulties in administering the deferral, the greater financial burden that will be placed on employees next year, the short-term nature of the deferral (i.e., a four-month deferral), and the risk the employer may not be able to recoup the deferred amount from those employees who quit or are terminated before the entire amount of deferred taxes is collected.
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Associations North is proud to present
CEOSYNC The Ultimate Collaboration of Elite Leaders
Associations North CEOSync is the ultimate collaboration of elite leaders invested in each other's success. CEOSync is the platform for focused confidential conversations on key leadership topics, shared resources to give your organization a competitive edge and real-world answers and solutions brought to you by top executives and diverse perspectives. By combining professional facilitation, peer-to-peer sharing and innovative thinking, CEOSync will both challenge and transform you as a leader. 2021 applications due Dec 1, 2020.
Customize your CEOSync experience at:
associationsnorth.com/ceosync
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Conversations: In Focus | Different view points. Different solutions.
What is one social media trend you are following or tired of?
Heather Boschke VP of Marketing + Communications MN REALTORS®
I religiously follow my members posts on LinkedIn. Social distancing guidelines have made it challenging to stay connected. LinkedIn allows my staff and I to stay informed about member projects, staff changes, and industry news.
JoAnn Taie Partner/Owner Global Management Partners, LLC
YouTube & Video! Video might not be a new trend but we started experimenting with it a lot more at UMACHA this year. We now have a YouTube channel which makes it easy for our members to watch a video of our staff promoting education events and other services. I think video on social media is no longer a nice thing to have but now it’s a must have in your marketing to stay relevant.
Videos continue to be essential in any social media strategy as a primary source of communication, education, entertainment, and connection. What’s really interesting are the video creation platforms powered by A.I. that turn content into engaging videos within seconds. Check out tools like Lumen5 and Rocketium, and watch your content creators become video editors in no time!
Jonathan Curry Executive Director American Council of Engineering Companies of MN
I’m getting annoyed with Facebook. It freaks me out when I’ve searched online for a specific item and then that same item keeps popping up on my Facebook feed. It’s a little too ‘big brotherish’ for me!
Angi Farren, AAP, APRP President & CEO UMACHA
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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 OCTOBER
MONDAY
OCTOBER
Creating the Next Normal Part 4 Innovating Governance Systems + Processes for Success At Your Desk 10:00 am - 11:30 am
Harnessing the Social Brain to Influence Drivers of Decision Making for Virtual and Live Experiences At Your Desk 9:00 am - 11:15 am
The interactive, virtual program will explore the role of governance in a continually evolving environment, including topics such as setting and implementing strategy; effective decision making; iterative innovation in programs, products, and services; designing the board of the future; volunteerism in 2021 and beyond; and more!
Examine how the brain organizes information and how it impacts expectations and relationships. Learn five key motivational drivers of human behavior and decision making to improve virtual and live experiences. Following the presentation, attendees will be using the interactive Remo platform for an engaging networking experience.
Upcoming Events October
November
20
Meetings Meetup Group
5
Communications Meetup Group
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Creating the Next Normal Part 4 - Innovating Governance Systems
9
Webinar: Coronavirus and Your Meeting Contracts: Understanding
+ Processes for Success
the Force Majeure clause and when it Applies
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Webinar: How to Print Money With Online Education
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Increasing Membership Engagement Via Effective
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Harnessing the Social Brain to Influence Drivers of Decision Making
Learning Strategies
for Virtual and Live Experiences
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Diversity + Inclusion Meetup Group
December
STAY TUNED!
1
Membership Meetup Group
8
Associations North is excited to
Webinar: Ethics and Inclusion in Challenging Times
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continue delivering high quality,
Advocacy Meetup Group
valuable and engaging professional development opportunities in 2021. We are currently listening, adapting, and developing strategies to meet our members changing needs. associationsnorth.com/calendar
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BRAIN POWER Prelude to a Board Meeting By: Bob Harris, CAE, Nonprofit Center “We are volunteers, we have real jobs. How do we know where to focus our energy and what to expect at board meetings,” are questions from busy directors. Board meetings are infrequent. When the meetings do occur, it is an occasion that benefits by preparation. To build excitement and understanding for a meeting, use a video prelude and a consent agenda. A prelude is an action to introduce something important. Consent Agenda Volunteer leaders are expected to arrive ready to conduct business. A consent agenda can save board time by not having to read or hear the reports throughout the meeting’s agenda. Listening to reports is not the best use of volunteers’ time and talents. The average number of reports on a board agenda is 17. Use a consent agenda to save time and to focus on important issues. Circulate support materials and reports in advance to give leaders a chance to read them on their own time. Problems can occur with the consent process. Possibly the reports were not prepared in time to circulate before the meeting. Board members did not read the reports. Or directors approve the consent agenda and then rehash the reports later in the meeting. The concept requires discipline. Prelude to the Board Meeting You hope board members will be enthusiastic about the approaching board meeting. How can you help them prepare?
It is their fiduciary duty. Circulate a brief video about director expectations at the upcoming meeting. Produced by the chief elected officer or executive director, it is shared with directors a few days before the meeting. The prelude video will elevate awareness of the business and intended results of the next board meeting. The script may follow this outline: • Reminder: We are excited about the scheduled meeting and want to remind you of the location, access, and logistics. • Reading: You will recall receiving reports with the meeting announcement and agenda. The reports should be read in advance so we can discuss with knowledge and be ready to adopt a motion to accept the reports. Of course, anything that needs to be removed from consent to regular agenda can be noted at the board meeting. • Focus: We are especially excited about some projects we will discuss. Be sure to read the briefings the committee and staff have prepared. If you have questions, please direct them to the executive director or designated person. • Gratitude: We thank you for serving as a volunteer leader and want to make the best use of your valuable time. • Questions: If you did not receive the agenda or reports, please let me know. The video highlights the purpose and value of the meeting. It builds enthusiasm among the team. It facilitates better outcomes.
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Find Venues 21
Convenient • Affordable • Charming 800-423-6466 visitowatonna.org/meetings
CREATING THE NEXT NORMAL With so much uncertainty it’s challenging to plan or know what to expect one month from now, let alone six-months or a year. It’s business as unusual and we’re not going back to what was, we need to plan for the next normal. OCTOBER 21 INNOVATING GOVERNANCE SYSTEMS + PROCESSES FOR SUCCESS Featuring Gabriel Eckert, FASAE, CAE
THANK YOU SPONSORS
WHO: All Members
YOUR EXPERTISE WANTED!
WHAT: Associations North Pulse is five minutes of your time WHY: To ensure we are best serving you, our members and help us plan a 2021 that is both exciting and informative WHEN: Watch for an email the end of October and please don’t delete it :) 22
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Et Cetera: Association Extras
WELCOME, NEW MEMBERS! Jessi Brunelle
Minnesota Crop Production Retailers
Sue Dooher
Minneapolis Area REALTORS®
Marti Edwards
Minneapolis Area REALTORS®
Susan Geller
Minneapolis Area REALTORS®
Karly Hall
Minnesota Association for Marriage & Family Therapy
Johnetta Henry
Minneapolis Area REALTORS®
Erik Johnson
MEA Energy Association
Penny Junget
Minneapolis Area REALTORS®
Anne Kehtel
Minneapolis Area REALTORS®
Telly Mamayek
Minneapolis Area REALTORS®
Mark McDonald
Minneapolis Area REALTORS®
Brian Sather
Mayo Clinic Health System Event Center
Jenn Schaal
Meet Minneapolis
Christi Seelen
Minneapolis Area REALTORS®
Mark Severson
MN Concrete & Masonry Contractors Assn
Troy Siegert
Minneapolis Area REALTORS®
Seeking Innovative, Strategic + Action Oriented Leaders We are excited to welcome qualified professionals who are interested in advancing the industry and building on Associations North success as a 2021 board member. Deadline for application is November 6. For more information on board roles, commitment and nominating process, visit: associationsnorth.com/applyforboard.
Congratulations, New CAE! Congratulations to Daniel Spirn, JD, MA, CAE, American Academy of Neurology, on becoming Associations North newest CAE. We are proud of you and your accomplishment. Learn more about the CAE program, application, and study options at: associationsnorth.com/cae.
Reminder to Self: Review Member Profile If you haven’t visited your member profile, check it out to see past event history, outstanding invoices, select communication preferences, indicate which Meetup Groups you want to join and view other pertinent information to your membership. If you don’t remember the last time you logged in, now is the time. Log in to your profile at: associationsnorth.com and click on Manage Profile. 24
SPOTLIGHT: MEMBER IN MOTION Get to know industry movers and shakers.
Mary-Margaret Zindren EVP/Executive Director AIA Minnesota, Minneapolis, St. Paul, Northern MN + Minnesota Architectural Foundation
Show to bingewatch: Watchmen – So relevant to this time, and brilliant in every way.
How I like to recharge and relax? Weeklong unplugged time with our best friends on the North Shore of Lake Superior.
Words to live by... “Do the best you can until you know better. Then when you know better, do better.” – Maya Angelou
Your personality in one word? Purposeful
One thing on my bucket list... To see Kyoto, Japan when the cherry blossoms are in bloom!
What I would rate 10 out of 10?
What is something you like doing the old-fashioned way? Taking advantage of shade! A hammock under the tree, cooling my house with shades and fans, walking on the shady side of the street...
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Our staff team at AIA Minnesota. I’m not pandering – it’s really true.
My favorite tradition is... Seeing a movie on Christmas night. (My birthday is on Christmas…)
H O W W I L L YO U C O M B AT 2 0 2 0 DISRUPTIONS? Associations across the world will be adjusting their budgets in 2021 to combat the disruptions of 2020. Understanding how your organization compares is vital to ensuring you’re staying competitive, attracting and retaining top talent, and putting your valuable resources to the best use. • Compare your organization’s key operational metrics • Evaluate valuable KPI’s, including salaries, benefits + positions/departments • Customized reports to inform decisions and stay competitive
FREE reports for participants through 12/31/20 so take advantage of this powerful benchmarking tool today! associationsnorth.com/realtimecomp 26
PRESORTED
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Thank you! YOU, our members are the heart of our organization and the reason why we do what we do. Thank you for inspiring us and continuing to ignite our passion to serve you. Without you, we would not be.
