EIA Fundamentals for the Future 2013

2013 Economic Impact on Associations

Fundamentals for the Future

March, 2013

Dear Colleagues:

McKinley’s 2013 Economic Impact on Associations (EIA) Study marks the sixth installment in a
series that examines the impact of shifting economic conditions on our sector. The report provides
insight into key benchmarks of association success, measures the reality of the past year and the
outlook for the coming one, and provides data that validates how challenges and opportunities
can differ dramatically from one member sector to another.

This year, as economic conditions improve and optimism rebounds, the emerging theme is
stability. Associations are beginning to redirect their attention away from austere, short-term
solutions like hiring freezes and budget cutbacks to sustained efforts that require resources but
promise deeper return-on-investment. Similarly, the EIA Study has begun to look beyond the
coping practices of associations to reveal ways in which the community is working in smarter,
more streamlined and more relevant ways for their members.

We appreciate the time invested in this project by each of the 215 association executives who
responded to the survey, and we look forward to continuing to deliver meaningful studies that help
organizations understand the larger environments in which they—and their members—are
operating. If you would like to discuss the data in more depth or arrange for a presentation for
your staff or Board, please be in touch.

Best wishes for continued optimism and recovery.

Jodie Slaughter Jay Younger
President & Managing Partner &
Founding Partner Chief Consultant

Shelley Sanner, CAE Patrick Glaser Samantha Dina
Managing Consultant Director of Research Project Associate

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Washington DC 20007 mckinley-advisors.com

2013 Economic Impact on Associations | Fundamentals for the Future

Introduction Survey Methods
The EIA series has provided an interesting view of the McKinley developed and deployed an online survey to
association landscape throughout the ever-changing association executives on January 14, 2013 to collect key
economic conditions of the past five years. The data has data around the economy and its impact on associations.
shown the resilience of associations during this The survey remained open until January 28, 2013 and
tumultuous time period—from the initial, drastic resulted in 215 responses representing a broad spectrum
measures to preserve core infrastructure to the first signs of the association community. If you wish to participate in
of recovery as associations began to reinvest in critical future benchmarking studies or are interested in a
initiatives. This year, the data points to an increased tailored presentation of the EIA results to your senior staff
sense of stability in the association world. Association or Board of Directors, please contact Samantha Dina at
executives seem more confident with the economic sdina@mckinley-advisors.com.
conditions of the coming year and are continuing to
rebuild.

So what has changed for associations? Among the key
findings from this year’s study:

• After many years of unpredictable economic
impact, association executives’ expectations
towards the performance of the economy are
in-line with actual economic conditions.
• Despite the harsh economic conditions of the
last five years, associations in nearly every
industry sector reported higher membership
trends. Even sectors that were deeply impacted
by the recession (such as professional services)
appear to be gaining stability.
• Overall, associations are not relying on cost-
saving strategies but are looking to the future
with optimism, as demonstrated by the increased
program expansion and lack of budget cuts
reported.
• Membership continues to be an area of focus for
associations. While recruitment and retention still
remain the top priorities, associations are
intensifying their focus on member engagement
and diversity.
• Associations are willing and likely to alter their
membership models in order to achieve
organizational goals.

1


Organizations
Sixty percent of respondents represent professional TABLE A
societies (consisting mostly of individual members), 23%
are from trade associations, 11% from a “hybrid,” 3% Which of the following best describes the
from philanthropic or cause-related, and 3% describe organization you work for?
their association as “other.”
Total Responses: 197
Twenty-three percent of the survey respondents
represent healthcare associations; 18% describe their
3% 3%
organizations as representing scientific and engineering
fields. Education and humanities associations account
for 14% of respondents. The balance represents a
variety of industries, including building / construction, 11%
manufacturing, professional services, finance /
accounting, food industry, legal, association
management and the retail industry.

Once again, senior executives represent the majority of 23% 60%
responses, with 92% holding a director-level position or
higher. The remaining participants reflect the breadth of
the profession and represent a variety of responsibilities.

Fifty-eight percent of survey participants represent
organizations whose annual operating budgets are less
than $10 million, while 9% have budgets of more than
$50 million.
Professional (mostly individual members)
Trade (mostly organizational members)
Hybrid (both organizational and individual members)
Philanthropic / Cause-Related
Other

2


TABLE B

What field/industry does your association represent?

Healthcare 23%
Scientific / Engineering 18%
Education / Humanities 14%
Finance / Accounting 12%
Professional Services 8%
Building / Construction 7%
Manufacturing 6%
Food Industry 4%
Legal 3%
Association Management 2%
Retail 1%
Other 3%

0% 10% 20% 30% 40% 50%

TABLE C

Which of the following most closely describes your position within your organization?

Executive Director / CEO 33%

Associate Executive Director / Deputy CEO 8%

Senior Vice President / Vice President 18%

Managing Director / Senior Director 14%

Director 18%

Manager 7%

Coordinator 0%

Other 2%

0% 10% 20% 30% 40% 50%

3


TABLE D

Which of the following best describe your areas of responsibility? Please select all
that apply.

Executive Management 52%

Membership 39%

Marketing 33%

Communications 23%

Education / Professional Development 19%

Meetings and Expositions 18%

Publications 18%

Finance / Accounting 14%

IT / Technology 11%

Component Relations 10%

Government Affairs / Relations 8%

Other 11%

0% 10% 20% 30% 40% 50% 60%
TABLE E

What is your organization’s annual operating budget?

$100 million or more 5%

$50 million to $99.9 million 4%





Less than $2 million 14%

0% 10% 20% 30% 40% 50%

4


Key Finding #1

Respondents’ expectations towards the performance of the economy
were in-line with actual economic conditions.
The majority of respondents (57%) indicated the impact from 2012 economic conditions were in-line with what they
had anticipated for their associations. This represents a 13 percentage point increase over those who said the same
the previous year. This finding could point to greater stability and certainty when it comes to the impact of economic
conditions on associations. It may also be an encouragement to many association executives who are experiencing a
favorable economic impact and may be more comfortable in their ability to anticipate and plan for the impact of
external economic factors on their organizations.

TABLE 1

Looking back on 2012, was the impact of economic conditions on your association…
Total Responses: 2013: 192
2012: 183

6%
Far better than expected
9%

27%
Better than expected
35%

57% 2013
About what was expected
45%
2012
9%
Worse than expected
11%

1%
Far worse than expected
0%

0% 10% 20% 30% 40% 50% 60%

5


Key Finding #2

Most respondents are optimistic looking towards 2013.
Optimism abounds among nearly all participants in the study. Compared to last year’s study, the same number of
respondents, around nine-in-ten, indicated they are optimistic about the coming year. Further, slightly more
respondents described feeling “very optimistic” about the coming year than did previously (22% to 17%, respectively).
Overall, the level of optimism toward the future has been consistent over the past year. Again, this may be an
indicator of consistent patterns of behavior as association executives have not altered their outlook over the past 12
months.

TABLE 2

In general, how are you feeling about the year 2013 for your association?
2012: 161

80%
71%
70% 65%

60%

50%

40% 2013
30% 2012
22%
20% 17%
11% 12%
10%
2% 0%
0%
Very optimistic Somewhat Somewhat Very pessimistic
optimistic pessimistic

6


Key Finding #3

Although the long-term economic impact of the recession is evident in
membership trends, there was a slight shift toward positive growth in 2012.
When asked about membership trends over the past five years, 39% indicated experiencing growth, compared to only
34% who said the same in 2012. Although this is still smaller than the 44% that indicated growth in years 2011 and 2010,
it is important to note those previous studies captured growth rates in years before the onset of the recession.
Importantly, if economic growth continues, five-year membership trends should continue to rise and surpass all previous
years reported in the study.

TABLE 3

Is the annualized trend in full, paid memberships for your association over the past five
years (since January 1, 2008):
2012: 159
2011: 234
2010: 307

2013 39% 32% 25% 4%

Higher
2012 34% 37% 26% 3%
Flat
Lower
Don’t know
2011 44% 18% 38% 1%

2010 44% 23% 28% 5%

7


TABLE 4

What is the approximate annualized increase/decrease in full, paid membership for
your association over the past five years? (since January 1, 2008):

Base: Respondents whose Five-Year
Association Retention Changed

50%
44%

40%

30%

22%
2013
20%
14%
10%
10% 7%
3%

0%
-10% -5% 0% 0% 5% 10%
or less to -10% to -5% to 5% to 10% or more

8


Table 5 depicts the net membership growth reported in each study. The net membership growth was calculated
to represent the difference between the percentage of respondents who reported a higher membership trend over
a five-year period and the percentage of respondents who reported a lower membership trend over the same five-
year period.

Net Membership Growth =
(% Reporting Higher Membership Trend) – (% Reporting Lower Membership Trend)

The net membership growth rates of each EIA study correspond closely with the annual GDPs of the five-year
period. The highest net growth (16%) was reported in 2010, which captured two years of steep positive GDP
growth, compared to this year’s 14% net membership growth, which captured membership trends during a three-
year span of positive GDP growth since the 2007 recession.

TABLE 5

Annualized five-year membership trend analyzed by U.S. Annual GDP:
2012: 159
2011: 234
2010: 307

13.8 18%

13.6 16%
16%

14%
13.4 14%
12%
13.2
2013 10% Net Annualized Five-
Net Annualized
Five-Year
Year Membership
13.0 Membership Trend
2012 8% Trend
Annual GDP
12.8 8% Annual GDP in trillions) *
2011
6% (year-end, (year-
end, in trillions) **
6%
12.6 Five-year range
2010 4% included in net growth

12.4 2%

12.2 0%
2006 2007 2008 2009 2010 2011 2012 2013

* GDP Data from U.S. Bureau of Economic Analysis. http://www.bea.gov/national/index.htm#gdp

9


As might be expected, there are important differences in the five-year annualized trends reported by respondents
coming from different fields. For example, participants that represent healthcare or education/humanities
organizations reported higher than average membership trends over the past five years, while those that focus on
professional services reported primarily flat membership trends.

Although the net membership trends have varied greatly by field over the past four years, the net membership trends
remained stable or increased this year. It is interesting to note the net membership trends for the 2013 study appear
to be very similar to those reported in the 2010 study, which captured pre-recession data.

TABLE 6

Annualized five-year membership trend analyzed by field represented by association,
2010-2013.
2012: 159
2011: 234
2010: 307

30% 30%

20% 14% 20%
9% 10%
10% 10%

0% 0%

-4% -3% -3%
-10% -10%

-20% -20%

-30% -25% -30%

-40% -40% -37%

-50% -50% 2010 2011 2012 2013
2010 2011 2012 2013

Education/Humanities Professional Services
Note: Only those segments with at least 20 respondents were included in the analysis.

10


60% 60%
54%

50% 48% 50%
44%

40% 40%

29%
30% 30%

20% 20%
13%
10% 10% 6%
3%
0% 0%

-4%
-10% -10%
2010 2011 2012 2013 2010 2011 2012 2013
Healthcare Scientific / Engineering
Note: Only those segments with at least 20 respondents were included in the analysis.

Key Finding #4

Compared to previous years, concern across major business lines has
decreased, albeit very slightly. Membership recruitment and retention
continue to be the top two areas of concern for the majority of
respondents.
Respondents were asked to share their levels of concern across core business lines. Concern across almost all core
association business lines continues to lessen, although decreases are minimal and at virtually the same levels as at the
start of 2012, demonstrating a trend of stability.
For every business line, concern was either equal or slightly below the level of concern reported last year except in the
case of advertising. Last year, advertising showed one of the most significant drops, whereas this year the concern
actually increased by 5%. Although this may indicate a slight decrease in optimism felt toward private sector
relationships, it is important to note that concern around sponsorships fell slightly.
On the other side of the engagement spectrum is membership, which, for many associations, represents the most
fundamental reason for existence. Throughout the survey, respondents indicated member recruitment and retention as
primary challenges and priorities for their associations. Although these areas have shown significant decreases in
concern over the past five years, they continue to be the top two areas of concern for the majority of associations.

11


TABLE 7

Considering the current economic situation, how concerned are you with the following
issues?
2012: 162
2011: 237
2010: 340
2009: 283

72%
72%
Membership recruitment 78%
78%
86%

70%
rship retention 72%
Membership retention 84% 77%
84%
88% 88%

64%
hip recruitment 65%
Sponsorship 78% 76%
88%
86% 88%

57%
Sponsorship at other educational seminars 58%
Attendance 68%
88%
74%
88%
74%

56% Concerned 2013
ng attendance 59%
Annual meeting attendance 79% 69%
83%
79%
83%
Concerned 2012

54% Concerned 2011
tional seminars 49%
Advertising 74%
59% Concerned 2010
80%
74% 74%
Concerned 2009
47%
Advertising 46% Note: Percentages
Product sales 50%
80%
66% represent sum of
74%
58%
“Extremely Concerned”
35% and “Somewhat
Product sales 36%
Volunteer participation 42% 66% Concerned”
36%
29% 58%

er participation 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
36%
29%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

12


Key Finding #5

Associations are shifting from reduction to expansion.
Most cost-savings activities are less wide-spread than in previous years. The most dramatic changes include decreases
in reduction of programs and services and budget cuts; both down about 5% compared to previous years.
More than six-in-ten respondents (61%) reported that their associations are currently expanding or planning to expand
their programs and services this year. The overwhelming shift toward program expansion when compared with the low
occurrences of budget cuts and reduction of programs (13%) demonstrates the expected growth and optimism
associations feel going into 2013.

TABLE 8

What do you expect to happen at your association in 2013 as a result of current
economic conditions?

IS DEFINITELY PROBABLY PROBABLY DEFINITELY
DON'T
HAPPENING WILL WILL WILL NOT WILL NOT TOTAL
KNOW
NOW HAPPEN HAPPEN HAPPEN HAPPEN
Layoffs / elimination of positions 2% 2% 9% 48% 35% 4% 174
Hiring freeze 8% 2% 10% 44% 32% 4% 172
Freeze on salary increases 6% 2% 9% 44% 35% 4% 173
Staff reorganization 8% 6% 25% 39% 16% 6% 174
Budget cuts 5% 4% 20% 52% 15% 4% 174
Significant budget increases 1% 2% 10% 56% 27% 4% 171
Reduction of programs and services 0% 1% 12% 57% 25% 5% 173
Expansion of programs and services 3% 16% 42% 33% 3% 3% 172
Change in investment strategy 5% 3% 12% 47% 13% 20% 174
Outsourcing of staff functions 5% 2% 22% 43% 16% 12% 172

13


TABLE 9

What do you expect to happen at your association as a result of current economic
conditions?
2012: 160
2011: 237
2010: 301
2009: 256

38%
34%
Staff reorganization 36%
44%
36%

30%
34%
Budget cuts 44%
70%
84%

29%
29%
Outsourcing of staff functions 23%
27%
25%

20%
22%
Hiring freeze 24% 2013
53%
58% 2012
2011
19%
23% 2010
Change in investment strategy 24%
35% 2009
51%
Note: Percentages
17% represent sum of top 3
18% (happening, will happen,
Freeze on salary increases 20%
54% probably will happen)
44%

13%
Reduction of programs and 18%
18%
services 45%
45%

13%
Layoffs / elimination of 15%
12%
positions 22%
26%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

14


Key Finding #6

The shift from acquisition and retention to member engagement strategies
continues to occur.
Focus is continuing to shift from member acquisition and retention to increased member engagement strategies. This
shift in priorities was first noted in last year’s study and the trend remains evident this year with slight decreases seen in
both new member acquisition and member retention. The commitment to member engagement and composition is also
demonstrated through the growing focus on increasing participation among younger members and diversifying
membership. Increasing participation and engagement among younger members has become increasingly important for
associations over the past five years, and was the only area of focus to reach its peak in this year’s study.

TABLE 10

What are your three highest priorities for 2013?

35%
Developing new methods for member 37%
28%
engagement 27%
34%
34%
38%
New member acquisition 44%
44%
41%
32%
34%
Improving member retention 40%
49%
50%
27%
28%
Branding / increasing awareness 27%
32%
36%
22%
Diversifying membership / attracting new 19% 2013
14%
audiences 16%
15% 2012
21%
19% 2011
Increasing meeting attendance 23%
30%
26% 2010
19% 2009
23%
New product research and development 14%
18%
0%
17%
29%
Website enhancements 22%
18%
0%
17%
Increasing participation among younger 14%
14%
members 9%
12%
14%
11%
Improving marketing results 15%
17%
22%

0% 10% 20% 30% 40% 50%

15


Key Finding #7

Associations are willing and likely to alter membership structure and
benefits in order to meet goals.
New to the EIA study, respondents were asked whether or not their association has made, or has considered making,
changes to its membership structure. Seven-in-ten respondents (70%) reported they had considered or actually had
made significant changes to their membership structure and benefits package in 2012. Interestingly, only 28% of
association executives had not at least considered making changes to membership structure and benefits.

The most popular changes to membership structure are through the creation of new membership categories (25%)
and the addition of new member benefits (21%); once again demonstrating the increased focus on member retention
and diversification. Additional structural changes mentioned were dues restructuring, offering a la carte or online-only
membership plans, and creating group or organizational memberships.

The willingness to alter member packages indicates that the membership model is a powerful tool for association
managers to both generate revenues and achieve other association goals.

TABLE 11

In the past year, have you made or have you considered making, significant changes
to your membership structure and benefits packages?

Not sure, 2%

Yes, have considered
making changes
No, neither
made changes Yes, have
nor considered Yes, have made changes
considered
making changes, making changes,
28% 40%
No, neither made changes
nor considered making
changes

Yes, have made Not sure
changes, 30%

16


TABLE 12

In the past year, have you made or have you considered making, significant changes
to your membership structure and benefits packages? Please describe those changes.

Creation of new membership categories 25%

Addition of new member benefits 21%

Dues restructure 17%

À la carte/online membership offering 12%

Group membership 7%

Reduced cost of membership 6%

Structural changes 5%

Bundling options 5%

Consideration of structural changes 5%

Streamlined categories 5%

Increase in dues 4%

Other 5%

0.0% 10.0% 20.0% 30.0%

17


Key Finding #8

While not growing at the same rate as seen in the 2012 study,
membership retention rates are still strong and appear to be stablizing.
More than four-in-ten respondents in both the 2013 and 2012 studies experienced a member retention rate of 90% or
higher for the preceding year (43% and 42%, respectively). This year signifies the highest percentage of participants
who achieved a retention rate of more than 90%; however, there was a 6% decline in associations that experienced a
retention rate of more than 80% compared to last year’s study (79% and 85%, respectively).
Although fewer respondents indicated their retention rate had increased over the past 12 months compared to
previous year’s studies, almost half of the respondents reported stable retention rates. Once again, the consistency in
retention rates is pointing toward renewed stability.

TABLE 13

What is your current membership retention rate?
2012: 153
2011: 227
2010: 301
2009: 256

Less than 70% 70-74% 75-79% 80-84% 85-89% 90–94% 95-100%

2013 5% 4% 11% 18% 18% 23% 20%

2012 3% 5% 7% 16% 27% 24% 18%

2011 5% 9% 10% 15% 21% 20% 19%

2010 7% 10% 10% 18% 22% 20% 12%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

18


TABLE 14

Over the past 12 months, has your retention rate:
2012: 156
2011: 228
2010: 305
2009: 251

2013 24% 49% 24%

2012 28% 46% 24%

Increased
2011 30% 45% 23%
Stayed the
same
2010 11% 39% 46% Decreased

2009 21% 52% 22%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

19


Key Finding #9

Hiring plans for 2013 have stabilized, demonstrating similar statistics as
in 2012.
Since the number of associations with plans for hiring peaked in 2011 (almost doubling), these numbers have
remained relatively consistent at around 50% over the past two years. However, there was a slight increase in
associations who reported not having plans to add new staff in 2013.

TABLE 15

Does your association plan to add new staff positions in the next 12 months?
2012: 159
2011: 235
2010: 334

2013 49% 41% 10%

2012 50% 37% 14%
Yes
No
2011 41% 44% 15% Don’t know

2010 24% 60% 16%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

20


Key Finding #10

The decision to offer members content at no additional cost greatly
depends on the content vehicle, and its importance in providing
membership value.
This year, the EIA study captured information to compare benefits that are included with the price of membership
versus those that are purchased separately. As the EIA trending surveys illustrate, associations regularly look to
evaluate their membership model and understand the value they provide to members. However, association
members have changing expectations of value as recent poor economic times have focused members on return-on-
investment and as new forms of competition have arisen from multiple sectors.

For example, the internet has exponentially increased the availability of free resources and information, changing
the landscape of many industries, including associations. In order to stay competitive, associations must provide
value to members through free access to information content, while still ensuring some knowledge and information
products are distributed à la carte.

More than eight-in-ten respondents (85%) indicated they offer free content in the form of news, information, and
trends to members. This was the most popular form of content to offer free of cost—likely because of the essential
value it provides for members, and the availability of similarly positioned information elsewhere on the internet.

Additionally, the majority of respondents reported they offer members free content in the form of access to standards
and guidelines (69%), online journals (75%) and magazines (82%). These resources provide members valuable
information and are core benefits of membership.

There were some resources that the majority of associations indicated are provided to members, at a cost. For
example, few respondents reported offering free content in the form of webinars (34%), recorded meeting content
(27%), live streaming content (25%) or online courses (12%). Although these features are important to offer, they
may not compose the crux of membership benefits, but are instead a valued add-on. In addition, the time spent
facilitating and monitoring an online course or webinar can translate into an additional cost for the sponsoring
association, often distributed to the participating members while shielding those costs from members that might not
find equivalent value in them.

21


TABLE 16

In general, how much content does your association offer to members that is entirely
free of cost?

News, information, trends
85% 11% 2% 1%
(online)

Magazines (online) 83% 9% 6% 3%

Magazines (print) 81% 4% 3% 13%

Journals (online) 75% 8% 10% 7%

Standards, guidelines, best
69% 17% 6% 8%
practices

Advice, counsel, guidance 64% 27% 8% 1%

Journals (print) 57% 8% 5% 31%

Webinars 34% 18% 21% 27%

Recorded content from meetings 27% 9% 25% 39%

Live streaming content 25% 12% 26% 37%

Online courses 12% 13% 24% 51%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Most content is free A substantial amount is free A small amount of content is free Almost no content is free

Note: Percentages do not consider respondents who selected "Unsure" or "N/A."

22

2013 Economic Impact on Associations | Partial List of Participating Associations

AcademyHealth American Society of Civil Engineers
American Academy of Orthopaedic Surgeons American Society of Consultant Pharmacists
American Animal Hospital Association American Society of Interior Designers
American Anthropological Association American Society of Radiologic Technologists
American Association for Laboratory Animal American Speech-Language-Hearing Association
Science American Thoracic Society
American Association of Nurse Assessment American Water Resources Association
Coordination
American Water Works Association
American Association of Physicists in Medicine
Association for Behavioral and
American Association of University Women Cognitive Therapies
American Chemical Society Association for Corporate Growth Global
American College of Healthcare Executives Association for Professionals in Infection
American Dental Hygienists’ Association Control and Epidemiology, Inc.
American Health Information Management Association for Women in Science
Association Association Forum of Chicagoland
American Institute of Architects Association of Oral and Maxillofacial Surgeons
American Institute of Chemical Engineers Association of Public-Safety Communications
American Pharmacists Association Officials
American Physical Therapy Association Association of School Business Officials
American Public Health Association International

American Society for Clinical Pharmacology & Automotive Service Association
Therapeutics Building Owners and Managers Association
American Society for Gastrointestinal Endoscopy International

American Society for Nutrition Casualty Actuarial Society

American Society for Parenteral and Council on Foundations
Enteral Nutrition Ecological Society of America
American Society for Pharmacology and Employers Resource Council
Experimental Therapeutics Entomological Society of America
American Society for Quality Healthcare Businesswomen’s Association
American Society for Surgery of the Hand Industrial Supply Association

23

2013 Economic Impact on Associations | Partial List of Participating Associations

Interlocking Concrete Pavement Institute Northwest Food Processors Association
International Association of Movers Occupational Therapy Association of California
International Foodservice Distributors Association Pennsylvania Institute of Certified Public
International Franchise Association Accountants

Irrigation Association Practice Greenhealth

Kappa Delta Pi Public Affairs Council

Manufacturers Alliance for Productivity and Public Relations Society of America
Innovation Regulatory Affairs Professionals Society
Marketing Research Association Risk and Insurance Management Society, Inc.
Massachusetts Society of Certified Public Selected Independent Funeral Homes
Accountants Society for College and University Planning
Michigan Library Association Society for Marketing Professional Services
Minnesota Society of Certified Public Accountants Society for Neuroscience
Missouri State Teachers Association Society of Manufacturing Engineers
National Architectural Accrediting Board Society of Tribologists and Lubrication Engineers
National Association for College Admission Southern Association of Orthodontists
Counseling
Southern Medical Association
National Association of Criminal Defense Lawyers
Special Libraries Association
National Association of Independent Schools
TESOL International Association
National Association of Purchasing Card
Professionals The Association of Pool and Spa Professionals

National Federation of Humane Societies The Endocrine Society

National Fluid Power Association The International Bridge, Tunnel and Turnpike
Association
National Foundation for Infectious Diseases
The Morton Arboretum
National Investor Relations Institute
The National RV Dealers Association
National Precast Concrete Association
The New York Academy of Sciences
National Ready Mixed Concrete Association
United Nations Association of the USA
New Jersey Society of
Certified Public Accountants Utah Association of Certified Public Accountants

North Carolina Association of Virginia Society of Certified Public Accountants
Certified Public Accountants Wisconsin Institute of Certified Public Accountants
North Carolina Nurses Association

24

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EIA Fundamentals for the Future 2013

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EIA Fundamentals for the Future 2013