Association relaunch with the NPO label

The NPO label - certified by SQS - is based on the Freiburg management model for non-profit organisations. It was specially developed for foundations, associations and private organisations in the health, social and cultural sectors, etc. The label certifies an organisation's management competence and performance at the level of excellence after the assessments have been completed, thereby strengthening the trust of the stakeholders involved in their NPO.

This was precisely the approach taken by the Swiss Florists' Association when it launched its restructuring in 2014 with SFV Managing Director Urs Meier, an agro- nom and experienced NPO manager. He took over the association at a difficult time - both internally and in terms of the environment. "It was a typical turnaround situation," recalls Meier.

How was the project tackled? And what has the certification process achieved? Urs Meier provides insight here:

Freiburg concept as a basis
"Raising awareness of the restructuring project was important to me. That's why we started with a kick-off with the national management board. Then, step by step, I introduced the building blocks for a management system. My experience as a former association manager at the Swiss Management Organization (SKO) helped me in this. Existing organisational regulations in the florists' association were validated and summarised in around 70 documents. This was done in such a way that they corresponded to the Fribourg NPO management model. We then reorganised the process landscape with around 80 processes. We deliberately did this as a team in order to obtain the input of all those involved.

Association development - SQS certified
It was a real turnaround that made a relaunch of the organization possible. The certification process enriched us. The whole thing is assessed at all levels as a necessary step into the future of the association, in four ways:

• With certification, we show current and potential members that we are a well-managed organization. And that we use the money entrusted to us sensibly and efficiently.
• Secondly, in the day-to-day running of the office, we benefit from the self-discipline we have imposed on ourselves.
• Thirdly, controlling ensures that the management instruments created are used effectively.
• Fourthly and finally, the management system ensures that successors in association functions can one day take over the SFV as a solid organisation.

The certification has caused our SFV team to work more consciously, to comply with rules and to observe interfaces. Twice a year we do a reporting for the purpose of location determination. Yes, our team is pleased with what we have achieved. We succeeded at the first attempt, despite limited resources.

"Our profession has a future"
According to statistics, between 6000 and 7000 people work in the sector, and the trend is slightly downwards. With the SFV slogan 'Our profession has a future', we wanted to take countermeasures at SwissSkills 2018 - which we fully succeeded in doing, with an enormously high media and public response. Florists ha-

"SFV is increasingly becoming a trade association."

have a flair for design and are gifted in the arts and crafts. This should be increasingly incorporated into the job description, because the behaviour of flower buyers has also changed. Creative floristry is in demand. In addition, the range of tasks for florists has become broader: The design of floral worlds in interior and exterior spaces is proving to be a trend. Florists are thus changing from product sellers to creative service providers with flowers, plants and other materials.

Change in the industry, change in the association
Between 1990 and 2010, the specialist trade lost part of the market to wholesalers. Now the situation in the sector is relatively stable with a slightly declining market - not in terms of volume, but in terms of turnover. The association has seen a slight reduction in the number of members. Two thirds of the departures are due to closures. 80 % of the larger, long-standing businesses are members of the association. Almost 2500 employees work in our companies. Of all florists, only 28 % are members of the association.

We are optimistic for the association as well as for the industry. The members benefit from our services, as well as from our own AHV fund and our own pension fund (together with the gardeners).

The SFV is an employers' association, but is increasingly developing into an industry association. That is why we now want to make it easier for young florists to join the association. Corresponding measures have been started".

Information and education - main services
In the information sector, "Florist", the Swiss trade magazine for floristry, is at the forefront. Its readership extends far beyond the association. In addition to 800 members of the association, a further 2000 readers have a subscription. Furthermore, the SFV, together with the sections, is responsible for the entire range of training and further education. The category of formal education includes vocational training and higher vocational training (professional examinations, master's examinations). Basic education is the responsibility of the cantons, which cooperate with the sections of the association. At national level, the SFV is responsible for education ordinances and education plans in basic education.

The SFV organises the examinations in higher vocational education. The association works with partner schools to prepare students for these qualifications. It also cooperates, for example, with the "House of Colour". It trains at the higher level in the field of arts and crafts. For those 90 % of employees with apprenticeship qualifications who are not pursuing higher vocational training, non-formal education has been rebuilt with two series of courses.

80 % Member satisfaction
Urs Meier continues: "We know the expectations of our members from periodic surveys on services, communication and the mood. 80 % rated this 'better' or 'as good' as before in the last survey. The results of separate surveys on what is happening in the market (Valentine's Day, Fair Trade, sales trends, etc.) are made available to the media. This attracts interest.

Lean association bodies
The General Assembly, the Central Board, the Executive Office, the Presidents' Conference with representatives from the sections (Sounding Board): all these organs of the association are managed in a practice-oriented manner. The Central Board functions perfectly with only four people.

Instead of the previous internal audit, we have created a GPK with three members. It checks whether decisions are being implemented, whether resources are being used efficiently and whether the right priorities are being pursued. This creates trust both internally and externally.