• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
"High Performance Chambers – Executives Making a Difference" (PPT)
 

"High Performance Chambers – Executives Making a Difference" (PPT)

on

  • 1,921 views

 

Statistics

Views

Total Views
1,921
Views on SlideShare
1,920
Embed Views
1

Actions

Likes
1
Downloads
28
Comments
0

1 Embed 1

http://www.slideshare.net 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    "High Performance Chambers – Executives Making a Difference" (PPT) "High Performance Chambers – Executives Making a Difference" (PPT) Presentation Transcript

    • Chamber Executives of Ontario High Performance Chambers Executives Making a Difference
    • Session Agenda
      • Governance and Volunteer Management
      • Strategic Management, Performance Measures and Policy
      • Current Issues and Challenges
      • Understanding Members
      • Generating Non-dues Revenues
      • Program Development and Management
      • Competencies and Performance
    • Key Characteristics of High Performance Associations
      • Vision and mission are shared and owned by all stakeholders
      • Strategy is performance-based, clear and mapped to ensure individuals and members of teams turn vision and mission into action and results
      • Goals are challenging and make a difference to the way in which work is completed
      • Teamwork is effective and empowered
    • More Key Characteristics
      • Better business practices are used to secure efficient organizational practices which are driven by focusing on:
        • Member and employee satisfaction
        • Fiscal and operational accountability
        • Quality and Knowledge
      • Strong emphasis on performance measurement using key performance indicators
    • Key Factors
      • Leadership and Supportive Governance
      • Continuous Improvement
      • Strategic Management
    • Governance and Volunteer Management
      • What are your biggest challenges in this area?
    • Clarifying Roles
      • Strategic Direction
      • Board determines and CSO recommends/advises/implements
      • Operations
      • Board advise/monitor and CSO conducts
      • Information
      • Board requests and CSO develops/analyzes/provides
      • Evaluation
      • Board conducts for policy, goals, and CSO and CSO supports and participates
    • Principles of Partnership
      • We must have open and honest communication
      • We must operate in an atmosphere of mutual confidence and respect
      • We must identify and agree on the mission of the organization
      • We must identify our responsibilities
    • Challenges and Solutions
      • Roles and responsibilities and board and staff relations 33-87
      • Recruitment and volunteer management 16-69 and 17-69 & 70
      • Competency gap 30-84
      • Orientation and training 20-73
      • Due Diligence 28-91
      • Evaluation 50-118
      • Meetings - 114
    • Trends and Issues
      • Focus – better governance, knowledge based decision making and process, the shifting agenda and communications
      • Representation
      • Board Recruitment and Selection
      • Roles and Responsibilities
      • Statement of understanding for CSO authority and expectations and the Board and directors
      • Hats
      • Meetings (technology…)
    • Trends and Issues
      • Board member performance evaluation
      • Limitation awareness
      • CSO evaluation
      • Volunteer Management
      • Signals of distress and measures
      • Organizational structures - task forces …
      • Liability and confidentiality
      • Education/Due diligence
      • Orientation
    • Board Check Up
      • What is our Vision and Mission Statement?
      • What are the top three current strategies being addressed?
      • What are the top three issues, opportunities or challenges that need to be addressed?
    • Strategic Management
      • Strategic Planning and Strategic Management
      • How do you rate with strategic management? - 98
      • Strategy Formulation
        • What is our business and what business do we want to be in?
        • What could we do and what are we able to do?
      • Strategy Implementation
        • Where the rubber hits the road!
      • Strategy Evaluation
        • Measure and evaluate performance
    • Planning Terms
      • Vision – what do we want to become
      • Mission – what is our business?
      • Critical Success Factors – those elements that must go right for the organization to succeed
      • Goals – includes CSFs
      • Strategies – broad directional intent
      • Key Performance Indicators – measurement tools
    • Why Strategic Management?
      • Innovative and creative activity encouraged
      • The change process is made easier
      • It helps align individual effort with the association and improves communication
      • A greater understanding, commitment, and a cooperative approach toward problems and opportunities are generated
      • Decision makers are better informed; better decisions; and effective use of resources
    • Internal Audit Establish Vision, Mission, & Values Establish Goals & Critical Success Factors Generate & Select Strategies & Performance Measures Establish Policies, Action & Budgets Allocate Resources & Do It! Measure and Evaluate Performance External Audit Strategy Formulation Strategy Implementation Strategy Evaluation Feedback
    • Strategy Formulation
      • Develop a vision and mission statement
      • Understand the values to be applied
      • Identifying external opportunities and threats
      • Determine internal strengths and weakness
      • Understand success factors and set goals
      • Generate and choose strategies to pursue and set indicators of measurement
    • Strategy Implementation
      • Establish annual action plans indicating who, when, what, how much and how they will be measured
      • Provide policy support for the selected strategies and related tactics
      • Select the appropriate organizational structure and motivate volunteers and employees
      • Allocate resources to execute the formulated strategies
      • Alter practices and behavior
    • Strategy Evaluation
      • Assess how well strategies are doing - 111
      • Measures performance to key indicators
      • Identify areas where corrective action is necessary
      • Assess impact of change subsequent to initial strategy formulation
      • Decide about abandonment, adjustment or development of new strategies
    • TOWS MATRIX 3. 3. 3. 2. 2. 2. 1. 1. 1. WT Strategies ST Strategies Threats 3. 3. 3. 2. 2. 2. 1. 1. 1. WO Strategies SO Strategies Opportunities 3. 3. 2. 2. 1. 1. Weaknesses Strengths
    • Performance Measures
      • New frameworks and accountability
      • Activity plans - 112
      • Examples:
        • Percentage of non-dues income
        • Percentage of accumulated surplus to operating expenditure
        • Volunteer hours
        • Participation
        • Advocacy submissions
    • Policy
      • Link to plans
      • Role in policy development
      • Developing policy - 78
      • Reviewing policy – 79
      • Policy manual
    • Current Issues and Challenges
      • Identify trends and related issues
      • Challenges and opportunities
      • Possible solutions
    • Understanding Members
      • Why belong – 75
      • The value proposition – Yours?
      • Factors to consider: Membership Strategy and Policy; Membership Management; Dues and Pricing; Products and Services; Recruitment and Retention; Membership Satisfaction and Sense of Belonging
      • Member types
      • Survey policies
    • Service Development
      • Understanding members
      • Criteria - 92
      • Dumping - 93
    • Generating Non-dues Revenues
      • What is non-dues Revenue and why is it growing?
      • Deadly dues increases
      • User pay policy
      • Internal and external generation opportunities
      • The most successful non-dues Revenue programs provide real member benefits and are valued.
    • Questions to ask about a non-dues revenue program
      • Is there a market demand for the product or service? Do members really need this? What segment of your membership will buy it ?
      • Is there sufficient market potential to support this program over the long term?
      • Does it support our mission/current strategies and consistent with our culture?
      • Is the association capable of meeting the demand for the product or service in a way that does not distract from its real purpose?
    • Questions to ask
      • Internal or external generation?
      • Is this a company we want as a partner? Are members or stakeholders likely to see the supplier as being credible and able to provide the service?
      • Does the association have, or can it acquire, the capacity and competencies it will need to be an effective partner?
      • Does the affinity program offer a real competititive advantage? Is the offer competititive in both price and quality?
    • Questions to Ask
      • Know the competition and benchmark with others
      • Remember that nothing is fixed, despite what the sales representative tells you
      • Ask for references, and check them
      • Review contracts carefully
      • Can we maintain the control needed?
    • Non-business aspects
      • Do members and stakeholders really want the association running affinity programs in general? Do they see this as an appropriate role for their association?
      • If there is support for affinity programs in general, does it extend to the particular program under consideration?
      • In what ways might a particular program enhance or harm in non-monetary ways the effectiveness of the association? What are the non-monetary risks?
      • What are the ethical considerations?
    • Some Internal Generation sources
      • Publications, information and statistics
      • Sales of advertising space
      • Educational programs
      • Credentialing
      • Convention and trade shows
      • Sponsorships
      • Advisory services
      • Standards programs
    • More Internal
      • Insurance
      • Travel
      • Group purchasing (shared services)
      • Publications )statitistics, directories, lists, how-to manuals
      • Buyers guides
      • Legal forms
      • Advertising
      • Magazines, subscriptions, advertising, reprints, bound volumes
    • More Internal
      • Resource centre service
      • Knowledge management
      • Specialty sense of belonging items
      • Printing
      • Many educational activities
      • Rental revenue
      • Computer services
      • Consulting services
      • Joint ventures
      • Employee referral/career
    • External Generation (Affinity)
      • Often called affinity programs, because members get discounts based on their affinity with the association
      • Financial programs (cards)
      • Insurance
      • Discounts
      • Fund raising
      • Pricing issues
    • Affinity Programs
      • Mutually beneficial
      • Growing activity
      • Association helps market in return for a percentage of sales
      • Corporation gets a bigger sales force, image and awareness and more business
      • Association gets increased and diversified revenue
    • Non Dues Revenue Trend
      • In 1992 dues were 54 % for Trade, 58%, for Professional, 17% for Charities and 50% for Special Interests
      • In 1996 dues were 52% for Trade, 61% for Professional, 3% for Charities, 13% for Special Interests
      • In 2003 dues for associations overall were 34.3 % of revenue
    • Other Considerations
      • Making the Business Case
      • Selection and Start-up
      • Exclusive or small number of preferred providers
      • Maintenance and Administration
      • Expansion
      • Abandonment
    • In conclusion
      • Non-dues programs are most effective when:
      • They are based on a strategy of fulfilling the highest priority needs of the members
      • Products and services are specific to the needs of the members. The association is the only way a member can get the products or services
      • Get what members want to buy, not what someone wants to sell or a half baked idea
    • Program Development and Management
      • Exercise
      • Diversity in thinking
      • Common processes
    • Competencies and Performance
      • Competencies - 56
      • Finding the gap
      • Evaluation policy - 64
      • Performance evaluations - 65