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2013 Survey Findings Responses from 46 State Associations 11% 11% - - PowerPoint PPT Presentation
2013 Survey Findings Responses from 46 State Associations 11% 11% - - PowerPoint PPT Presentation
2013 Survey Findings Responses from 46 State Associations 11% 11% 34% 23% 17% 55% 17% 32% < 21% 21 to 40% < 21% 21 to 40% 41 to 60% > 60% 41 to 60% > 60% Dues Revenue as a % of an Insurance Program Revenue as
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74% 45% 48% 26% 55% 52% 0% 10% 20% 30% 40% 50% 60% 70% 80%
Staff Dedicated to Non- Dues Programs Field Staff Promoting Non-Dues Programs Existing Staff Capacity for New Non-Dues Programs
Yes No
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Deferred Compensation Program (77%) National Purchasing Cooperative (71%)
Workers’ Compensation Group Pool (63%)
Property & Casualty Insurance (52%) Other Insurance Programs (50%)
Royalty/Incentive Partnership Programs (46%) Meeting and Event Planning Services (46%)
Credit Card Programs (10%)
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71% of Respondents indicated they had other
unique non-dues revenue generating programs
- Consulting Services/IT-tech, Software Services
- Business Partnerships
- Communications/PR for Counties
- Cash Management/Investment/Collection Services
- Bid/Purchasing/Energy, Fuel Procurement
- Real Estate Rental Income
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16% 86% 89% 84% 14% 11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Laws Precluding Association Non-Dues Programs State Mandatory Bidding Requirments Members Eligible to Purchase From State Contracts
Yes No
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Respond to a County Request (77%) Implement a Program offered by NACo (68%) Unsolicited Proposal from Supplier/Vendor (43%) Respond to a Membership Survey (45%) Replicate a Program of another Association (36%)
74% of survey respondents indicated they do NOT respond to RFPs
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Board of Directors (70%) Enterprise Committee (6%) Staff (6%) Other (17%) – combination of the above 10
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Reference Checks (76%) Advisory Committee Review (66%) Audit/Financial Review (33%) Trial-run as a Pilot (28%) On-site Inspections/Audit (22%) 11
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Revenues support the hiring & retention of
association staff
Collective buying power results in:
- Lowers costs for products & services
- Supports the development of “custom built” services
and programs for members
- Streamlines bidding resulting in reduced
administrative time and costs for members purchasing goods and services
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Outreach Evaluation Membership Feedback Partnerships
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Educate members about programs Visits members Report annual savings Market to county staff, not just
elected members
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Monitor use of the program Ensure members are receiving value
(savings) from the program
Identify changing needs of members Adapt & market program as needed
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Successful programs are created in
response member needs
Not always about revenue,
programs provide a “touch point”
- r provide a vital service a member
can’t live without
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Not about selling services – partners
should be seen as an extension of the association by being:
Responsive; Creditable; Long-term (not the quick sale); and More efficient & economical than securing services individually
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Management & Consulting Services
Management of Federal Juvenile Justice Funds
Association prepares state grant applications, allocates sub-grants, manages funds
Law Enforcement Special Operations Reimbursement
Risk pool used to leverage federal justice assistance grants
Traffic Safety Resource Officer Training
Agreement with state DOT to fund association training staff
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Financial & Legal Services
Debt Set-off Catastrophic legal expense relief, prepaid
legal services, and capital crimes defense fund programs
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Cost Savings Programs (78%)
Partnerships with other state
associations (52%)
Providing value-added services (52%)
Retirement, health, IT, procurement,
financial services (43%)
County leadership (33%)
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Are members interested in association- sponsored or endorsed programs that offer non-dues revenue opportunities?
81% 19%
Yes No
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