Rowing the Same Direction: How ACG Has Aligned Global & Chapters
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On-demand available here: bit.ly/2iklNR2 Join us for our Q&A with Gary LaBranche, CEO at the Association for Corporate Growth. We discuss the challenges faced by ACG and how those challenges impacted relationships with chapters. As well as, the key resources, technologies and services essential to ACG’s successful transformation.
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Rowing the Same Direction: How ACG Has Aligned Global & Chapters
- 1. Rowing the Same Direction: How ACG Has Aligned Global & Chapters Guest Speaker, Gary LaBranche, CEO, Association for Corporate Growth Hosted by Kyle Bazzy, Director of Growth, Billhighway January 5th, 2017
- 2. Learning Objectives 01 Summarize Challenges Summarize the challenges faced by ACG 8-10 years ago and how those challenges impacted relationships with chapters 02 Identify Key Resources Identify the key resources and services essential to ACG’s successful transformation of relationships with chapters 03 List Key Technology List the key technologies that supported this transformation 04 Describe Capacity Building Describe how ACG facilitated capacity building 05 Outline Next Steps Outline critical steps toward better strategic alignment
- 3. Gary LaBranche, FASAE, CAE • President & CEO, Association for Corporate Growth since 9/1/08 • 36-year association management career • Served on all 4 of ASAE’s governing boards • ASAE 2007 Key Award honoree • Association TRENDS 2012 Association Executive of the Year • Members of Association Committee of 100 – US Chamber Why We’re Qualified Kyle Bazzy • Director of Growth, Billhighway • Proud Detroiter
- 4. “A chapter in isolation is much less likely to appreciate the value of being part of the system.”
- 5. Why do you feel your chapters aren’t aligned? Is this something you’re looking to solve in 2017? What have you done up to this point?
- 6. Rapid, sustained growth drove demand for services & resources • Operational, clubby Global board • Ineffective Global management & systems • Federated system of chapters; no agreed upon mission • Weak strategic alignment & mission statement Challenges Poor personal relationships, distrust and unmet promises created a difficult situation
- 7. Common Web Platform • Master Global platform = $1M investment • Semi-customize chapter web site with consistent look & feel • Cohesive branding • Access to searchable membership directory • Access to master events calendar & registration system • Global manages and owns all URLs • First launched Feb 2009; new platform 1Q2017 = $1M I. Technology Infrastructure $1M investment
- 8. AMS (Abila NetForum) • Replaced earlier system in 2013 = $1M investment • Provide common database across chapters • Greater ability to collect and analyze data • Provide valuable insight on member behavior, engagement and spending I. Technology Infrastructure
- 9. Processing Infrastructure • Mandatory dues processing with rapid rebate back to the chapters • Consistency in renewal communications • Optional event processing for chapter events • 100% return of those fees to chapters • Separate accounting I. Technology Infrastructure Email Support for Chapter Staff (130+) • Email marketing system • Email system Have a question? Enter your question in the chat 100% fee returns to chapters
- 10. Strategic Planning & Consultative Services for Chapters • No cost to chapters II. Capacity Building Chapter-developed plan and list of goals Connection to ideas, innovation, trends, etc. Greater appreciation for Global resources Chapter Benefits: Insight into chapter and member needs, challenges, ideas Reduces isolation; expands knowledge and community Shapes alignment over time Global Benefits:
- 11. II. Capacity Building Professional Development Fund • Supports and encourages chapter staff education, professional development, etc. ($750 annually) • Global matches chapter investments towards professional development Payroll & HR Services • Through Insperity – chapters pay 100% of cost • Any chapter can leverage • Attract & retain high quality chapter talent • Attractive, hard to replace easily = “stickiness”
- 12. II. Capacity Building Monthly Calls with Chapter Executives & Quarterly Calls with Chapter Boards • Knowledge & experience share • “Best practices” • Expands connection between people and ideas throughout ACG • Reduces chapter isolation Have a question? Enter your question in the chat
- 13. III. Global & Chapter Alignment Adoption of a Strategic Plan Informed by Member Needs Assessment & Enabled by Participation by Chapter Leaders • Independent research of members, leaders, etc. • Outside plan facilitator • Input from chapter leaders and staff • Updated every 3 years; drives annual planning and budgeting Adoption of a Simple, Unifying Mission Statement • “Driving Middle-Market Growth”
- 14. Middle Market Growth Communication Suite • Middle Market Growth magazine – quarterly mailed in 2017 • Middlemarketgrowth.org – frequent new articles, updates • MMG Daily and weekly e-newsletters • “MMG Conversations” webinars • Celebrate ACG and it’s chapters and members III. Global & Chapter Alignment Chapter Affiliation Agreement & Chapter Standards • Legal agreement, licensing of trademarks to each chapter • Details rights and responsibilities for both chapters and Global • Standards sets minimum requirements for chapters
- 15. III. Global & Chapter Alignment Public Policy Involvement • Connect members with a greater cause • Work as a community to benefit the industry • Raises profile and importance of ACG • Attracts media interest on serious issues • GrowthEconomy.org provides powerful state and local data • Important role for chapters at local level Global Board & Global Staff Development • Transformed into a true policy and strategy board with built-in chapter representation, term-limits and turnover. • Recruited, developed and sustained a professional staff supported with a state- of-the art office and infrastructure. Have a question? Enter your question in the chat
- 16. Conclusion
Editor's Notes
- Ask people to fill in comment box responding to these questions
- Questions for Kyle to ask: ACG was in a very different place when you (Gary) took over, can you tell us a little bit about where it started before we dive into where ACG is now?
- Series of technology infrastructures that Global provides to the chapters to set them up with the proper tools, add a level of sophistication to their operations. This was a big investment for ACG, how did you ensure that chapters were going to adopt and use the technology?
- Potential questions for Kyle to ask: Implementing a new AMS is a BIG deal, do you have any words of wisdom for someone who is looking to go through this, or for an organization who is looking to standardize an AMS across their chapters? How has the data that is collected on an organization wide scale helped make decisions or improve programs?
- Potential questions for Kyle to ask: Infrastructure is not cheap – how was all of this paid for? Do chapters pay a service fee, was this an investment made by Global?
- Potential questions for Kyle to ask: Back when you took your position, the relationships between Global and chapters weren’t great, how did this particular service play a role in rebuilding trust, if at all?
- Potential questions for Kyle to ask: Did the incentives move the needle in terms of getting more chapter boards to allocate funds for professional development? Were there other incentives that you tried, or was this the initial idea and it had an impact? Is there a way that the incentive is being tracked?
- Potential questions for Kyle to ask: A lot of times at nonprofits or for-profits, calls that are on a cadence can become stale or a ‘check-in’. How did ACG position the calls as a collaborative initiative rather than a ‘check-in’ to ensure executives and board members were coming in with the right mindset?
- Potential questions for Kyle to ask:
- Potential questions for Kyle to ask: What impact has highlighting chapters in the communications had on the chapter community?
- Potential questions for Kyle to ask: On a previous call we had, you mentioned that only 20 chapters were involved in public policy initially, then that number kept increasing and chapters kept getting more involved. What do you feel ACG did differently in the roll out of their public policy initiative to garner so much support from the chapters?