Abstract
Building a strong, responsible, and dedicated organization continues to be the goal and responsibility of the Academy of Breastfeeding Medicine (ABM) Board of Directors and management staff. Having been involved with the ABM for many years, I have seen challenging times but it also has been rewarding to see ABM grow in membership and develop worldwide recognition as a physician organization that supports breastfeeding. Working together, our ABM officers, board, and management are positioning ABM to be a productive, effective, and fiscally sound organization.
The ABM board members have a fiduciary duty of care to ensure stability of the organization while providing the financial resources to accomplish our mission. Our volunteer committee chairs and committee members are also recognized as valuable resources that assure the sustainability of ABM.
ABM is a nonprofit organization incorporated in the United States. This nonprofit status [Internal Revenue Service code 501(c)(3)] ensures our tax-exempt status in the states, but we operate across the globe as an organization of medical doctors dedicated to the promotion, protection, and support of breastfeeding. As a nonprofit organization, it is also our responsibility to appropriately manage and be transparent with our financial assets.
Unlike many major medical organizations, ABM is influenced and guided by principles that promote physician support and protection of breastfeeding. There are few organizations and businesses that financially benefit from breastfeeding; therefore, we have limited industry funding resources to support our mission. However, this also represents an opportunity to encourage such nontraditional industries to see the value and return on investment that breastfeeding offers their organizations and workforce.
Keith Hansen, Global Practices Vice President of the World Bank, in a powerful presentation at the ABM Seventh Annual Summit on Breastfeeding, stated, “Just in sheer, raw bottom-line economic terms, this (breastfeeding) may be the single most effective investment a country can make in any sector for any reason.” 1 Translating that global investment in breastfeeding into funding for ABM will require that we continue to grow and show our influence as physicians worldwide.
ABM has been fortunate to have generous funding partners such as the W.K. Kellogg Foundation and others that have supported our mission and recognize the important role we play in the education of physicians to support breastfeeding. However, grant funding is dependent on developing relationships with donors and communicating and aligning our mission with their goals and cannot be counted on for sustained funding.
Membership and dues account for only ∼20% of ABM revenue, so your board and management must continue to develop nondues-related activities that provide sustained income. Our dues are also based on income and economic status of countries allowing membership at a reduced cost. We must also support membership for our doctors-in-training as the future members of ABM. We have some alternative funding sources in our annual international conference, “What Every Physician Needs to Know” course, and partnering with other educational online venues to provide nondues income. With advances in technology, future conferences and activities may have to live online, and the cost of travel expenses for those unable to attend in person may be better used supporting those activities. Our ABM Protocols represent a significant amount of work from our volunteer members and an expense to ABM. The Protocols have been provided as a benefit to members and possibly can be considered as an income source from nonmembers. I invite your ideas and suggestions for nondues revenue and we will be glad to explore those opportunities.
The ABM budget process has improved and our committee chairs have the responsibility to review budgetary requests and make recommendations to the board. Many of us regularly monitor our personal bank accounts, credit cards, pocket change, and investments. The board and executive committee, along with the wise counsel of our treasurer, regularly review our budget and financial statements and I can assure you that making membership and educational activities economical but competitive will continue to be a top priority. ABM continues to monitor and develop its investment strategy to maintain a source of funds reserved for high priority and important projects we may encounter.
Management has significant responsibilities and commitment to maintaining, growing, and developing the ABM organization. Carly Reisner, ABM Executive Director, along with her team, has the responsibility to analyze the strengths and weaknesses in our organization and make fiscally responsible recommendations to the board. This is done through regular communication with the ABM officers, treasurer, and developing financial reports that are regularly reviewed by ABM leadership and board members.
An important component of developing a strong ABM is encouraging members to become involved and connected in the organization. Our Nominations Committee and process strive to develop a board and leadership team that represents the diverse cultural, global region, medical specialties, and leadership experience that are necessary to provide strategic direction for a strong ABM future. Such a group will help the ABM thrive and lead globally and inspire nonmembers to see the value in ABM and join. I would also encourage members to get involved with ABM committees and offer your experience, expertise, and leadership or just learn the workings of your organization.
If you are interested in helping grow a strong ABM, please contact us at (abm@bfmed.org).