From the President: A Few Things We've Been Thinking About Lately

At Barcami Lane, we’re always keeping an eye on trends shaping the association landscape, and lately, there’s been no shortage of interesting (and important) signals.

For starters, as society continues its steady move toward cashless transactions, the cost of doing business is quietly climbing. Nonprofit associations alone are estimated to pay between $1.4 and $2 billion annually in credit card processing fees (according to Zeffy). While eliminating credit cards as a payment option isn’t realistic, and frankly not desirable, it does prompt thoughtful conversations about pricing strategies. It’s also a good reminder that regulations vary widely; for example, states like Massachusetts prohibit direct credit card surcharges, even as others allow them in limited ways. The takeaway? Convenience comes at a cost, and navigating that cost requires both compliance and creativity.

On a more optimistic note, new research from the Association for Talent Development highlights a clear opportunity for associations: leadership development demand is high, with 75% of organizations saying it’s a priority, but only 47% are delivering it across all levels. That gap is significant. Associations have long played a critical role in professional development, and this is a moment to lean in. How might your organization expand or reposition its offerings to meet members where their employers are falling short?

At the same time, competition is intensifying. Insights from Association Laboratory’s Looking Forward 2026 report suggest that associations aren’t just competing with peer organizations, they’re also competing with employers themselves. As industries consolidate, companies are more frequently bringing education, training, and even community-building in-house. That raises a fundamental question: How do we ensure associations remain the go-to resource, not the optional extra?

And finally, a more human note. At the recent ASAE Governance and Strategy Forum I attended in Chicago with volunteer leaders from the Boston Estate Planning Council, we heard candidly from association CEOs navigating political uncertainty, economic pressures, workforce challenges, and rapidly evolving technology. It’s no surprise that burnout is rising, and with it, the risk of short-term, reactive decision-making. It’s a timely reminder to pause, zoom out, and reconnect strategy to mission. Associations do their best work when they balance today’s pressures with tomorrow’s possibilities.

As always, we’re here to help you make sense of these trends, and turn them into smart, actionable strategies for your organization.

Until next time!

Cambria Happ, MPA, CAE 

President