Welcome to this month’s AMCI Strategic Plan update, which focuses on the strategic domain of Quality Assurance. This domain envisions that “the majority of associations managed by AMCs validate that our model (the AMC model) is the gold standard” for how associations are managed.

Quality Assurance directly supports our Market Development efforts and the 50/50 initiative by helping ensure that as we successfully introduce new associations to the AMC model, they find AMCs committed to providing top-notch service and meeting both the minimum membership requirements and the more advanced expectations of the AMCI Accreditation standard.

There are currently two objectives under this domain:

1. Develop procedures to enforce adherence to basic performance criteria as a condition of AMC membership.

This objective is focused on ensuring that AMCI members consistently represent the “gold standard” for association management. Past efforts include updates to the AMCI Code of Ethical Values and membership requirements.

For example, AMCI members must certify each year during membership renewal that they will not commingle client funds or data, will use client funds only for specifically authorized purposes, and will ensure there is no conflict of interest between the AMC and client operations. These minimum standards help ensure that AMCs follow essential guidelines that elevate the model.

Current strategies for Objective 1 include updating the process for receiving and addressing complaints from member clients regarding potential membership requirement violations, as well as creating clearer definitions of what represents the “gold standard” for the AMC industry and how we can support members in meeting those expectations. These efforts are ongoing, and more updates will be shared as they progress.

2. Leverage the AMCI Accreditation standard to increase the quality of AMC performance.

This objective focuses specifically on AMCI Accreditation and includes strategies to help more AMCs become accredited, elevate the standard to continue raising the bar, and enhance the audit process for accredited AMCs.

Over the last several years, these efforts have seen great success. One particularly effective initiative has been the creation of dedicated Accreditation Working Groups—similar to study groups—made up of AMCs seeking accreditation. Participants work together to share information, exchange ideas, and develop documentation of policies and procedures. Feedback from participating AMCs has consistently shown that these groups are extremely helpful in overcoming the challenges of the accreditation process.

Due to the success of these groups, we are now implementing similar working groups for AMCs going through the reaccreditation process. If you are interested in participating in either type of group, please reach out to Thomas for information on upcoming sessions.

The Accreditation & Standards Committee will also begin work this year to evaluate the standard and update our ANSI accreditation. This process includes making revisions and additions to ensure the standard remains current. If you would like to contribute to these revisions, be sure to sign up for the Canvass Body when it opens later this year.

Finally, the Accreditation & Standards Committee is also updating auditor guidelines and training to ensure that during the four-year review cycle, auditors have the tools they need to verify that accredited AMCs are meeting the standards appropriately.

This strategic domain is vital to the long‑term success of both the AMC model and the AMC Institute. As we advance Market Development and move closer to the 50/50 goal, it becomes increasingly important that every new association entering the AMC model experiences the highest level of service and delivery that each of us can provide.

View the Strategic Plan