Fix it or Flee it?
Proven approaches for dealing with
failing, flagging and floundering association programs
Greg Melia, C...
What We’ll Do Today
• Identify 5 steps essential to program
assessment
• Use real world examples to highlight pitfalls
to ...
Photo credit: hebedesign on flickr
Program Assessment is a lot of GRIEF
Program Assessment is a lot of GRIEF
• Goals
• Research
• Impact
• Efficiency
• Finances Credit: Angie Torres on Flickr
Goals
Credit: dkwonsh on flickr
Defining the Goal of the Review
–Work with key stakeholders and
decision-makers
–Solicit their key questions:
• What do th...
Original Program Aspects
Investigate the Key “Whys”:
•Why was the program originally established?
•Why has it continued to...
Lessons Learned
• Verbalizing goals of the review are an
important part of preparing for change
• Seek superordinate goals...
Research
3 kinds of data:
Corpus Inscriptionum
Opinions and
Descriptions
Imponderabilia of
behavior
Bronislaw Malinows...
Lessons Learned
• Historical minutes and documents can be
VERY informative
• Seek to understand program mutations
• Good d...
Impact Measure
• Outputs = Immediate
I attended
• Outcomes = Short-term
I gained knowledge
• Impacts = Long-term
I served ...
Lessons Learned
• Associations tend to over focus on outputs
and outcomes.
• Hard to argue “happy & full”, but sometimes
n...
Efficiency
Good, Better, Best
Never let it rest
Until your Good is Better
And your Better is Best!
Credit: eatwell.in on
F...
Efficiency
Staff and Volunteer Time
Complaints and Comments
Marketing/Communication
Registration/Orders
Technology Ph...
Lessons Learned
• How do people feel about it? Do they have
suggestions to increase efficiency?
• What are the trends in t...
Finances
• Direct fixed expenses
– Incurred regardless of how many people
participate, buy, or are served
• Variable expen...
Types of Costs
• Direct fixed expenses
– Staff, Rent
– Purchased equipment
– Per event contracts
• Variable expenses
– Per...
Key Calculations
• Revenue – Expense = Margin
– Margin per attendee/unit
– Margin per staff hour
– Margin per impact
Allocating Overhead Costs
• Equal allotment
• Proportional
allotment
– To budget
– To number served
– To staff hours
Example
Annual Giving Campaign
Revenue: $12,000
Expenses: $ 2,000
# Solicited: 1,000
Staff Hours: 200
# of contributors: 1...
Example
• Revenue – Expenses = Margin
$12,000 - $2,000 = $10,000
• Margin per unit (solicitation):
$10,000/1,000 = $10
• M...
Lessons Learned
• One full flight is more profitable than two half
full ones.
• Most do not realize the true full cost.
• ...
Tips on Implementation
• Internal Evaluators:
– Program knowledge & skills
– May create staff buy-in
– Less $$$ outlay
• E...
Implementation
• Who to involve
–Stakeholders
–Staff
–Non-users
• Who to interview
–Former volunteers
–Former staff
–Vendo...
Communication of Results
• Review purpose of review
• Review what was done
• Arrange key findings in logical
order, highli...
Lessons Learned
• Equivocal recommendations get equivocal
results
• Decision-makers need synthesized data, not
the opportu...
Questions?
Thank You!
Greg Melia, CAE
gmelia@asaecenter.org
@gmeliacae
Upcoming SlideShare
Loading in …5
×

Fix it or flee it: Proven approaches for dealing with failing, flagging and floundering association programs

209
-1

Published on

Chances are that your association has at least one thing that you do that is facing dwindling involvement, underperforming finances, or sucking up staff resources. These programs often plod along year after year, maintained by the momentum of “but we have always done it that way.” Greg will share what he has learned from his involvement in the review of and intervention in nearly a dozen such situations over the past ten years. Learn the key steps in evaluating such programs, and leave with an understanding of the steps you can take (and pitfalls to avoid) to revamp, revitalize, or even stop doing such programs.

Published in: Business, Education, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
209
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Chances are that your association has at least one thing that you do that is facing dwindling involvement, underperforming finances, or sucking up staff resources. These programs often plod along year after year, maintained by the momentum of “but we have always done it that way.” Greg will share what he has learned from his involvement in the review of and intervention in nearly a dozen such situations over the past ten years. Come learn the key steps in evaluating such programs, and leave with an understanding of the steps you can take (and pitfalls to avoid) to revamp, revitalize, or even stop doing such programs. Sponsored by UGA Hotel and Conference Center
  • “ If you don’t know where you’re going, you’ll end up somewhere else” - Yogi Berra
  • S Specific M Measurable A Attainable R Relevant T Timely
  • Fix it or flee it: Proven approaches for dealing with failing, flagging and floundering association programs

    1. 1. Fix it or Flee it? Proven approaches for dealing with failing, flagging and floundering association programs Greg Melia, CAE @gmeliacae
    2. 2. What We’ll Do Today • Identify 5 steps essential to program assessment • Use real world examples to highlight pitfalls to avoid and key points to remember • Talk about real world issues and challenges
    3. 3. Photo credit: hebedesign on flickr Program Assessment is a lot of GRIEF
    4. 4. Program Assessment is a lot of GRIEF • Goals • Research • Impact • Efficiency • Finances Credit: Angie Torres on Flickr
    5. 5. Goals Credit: dkwonsh on flickr
    6. 6. Defining the Goal of the Review –Work with key stakeholders and decision-makers –Solicit their key questions: • What do they want to know? • What information will help their decision- making? • What do they think needs to be evaluated? –Refine questions to be SMART
    7. 7. Original Program Aspects Investigate the Key “Whys”: •Why was the program originally established? •Why has it continued to be offered? •Why has it change over time? Review the Original Intended Approach: •Who, what, when, where, why and how? •What was implemented? •What was not?
    8. 8. Lessons Learned • Verbalizing goals of the review are an important part of preparing for change • Seek superordinate goals • Some agreements are easier reached upfront
    9. 9. Research 3 kinds of data: Corpus Inscriptionum Opinions and Descriptions Imponderabilia of behavior Bronislaw Malinowski Credit: Photographie et Ethnologie: Les photographes français au XXème siècle devant d’autres formes de cultures.
    10. 10. Lessons Learned • Historical minutes and documents can be VERY informative • Seek to understand program mutations • Good decisions based on bad data usually give bad results • Remember they may have been involved
    11. 11. Impact Measure • Outputs = Immediate I attended • Outcomes = Short-term I gained knowledge • Impacts = Long-term I served more members as a result
    12. 12. Lessons Learned • Associations tend to over focus on outputs and outcomes. • Hard to argue “happy & full”, but sometimes necessary. • Is the program impact large and broad enough to displace alternatives?
    13. 13. Efficiency Good, Better, Best Never let it rest Until your Good is Better And your Better is Best! Credit: eatwell.in on Flickr
    14. 14. Efficiency Staff and Volunteer Time Complaints and Comments Marketing/Communication Registration/Orders Technology Photo credit: mansikka on Flickr
    15. 15. Lessons Learned • How do people feel about it? Do they have suggestions to increase efficiency? • What are the trends in terms of level of effort? • What is cost/benefit of doing it the same way versus trying a new approach? • Can improved efficiency save it?
    16. 16. Finances • Direct fixed expenses – Incurred regardless of how many people participate, buy, or are served • Variable expenses – Incurred per each additional unit or person that is serviced • Mixed expenses – Incurred per each additional set of units or persons serviced
    17. 17. Types of Costs • Direct fixed expenses – Staff, Rent – Purchased equipment – Per event contracts • Variable expenses – Per person contracts – Attendee gifts, handouts, etc. • Mixed expenses – Temporary help – Office supplies
    18. 18. Key Calculations • Revenue – Expense = Margin – Margin per attendee/unit – Margin per staff hour – Margin per impact
    19. 19. Allocating Overhead Costs • Equal allotment • Proportional allotment – To budget – To number served – To staff hours
    20. 20. Example Annual Giving Campaign Revenue: $12,000 Expenses: $ 2,000 # Solicited: 1,000 Staff Hours: 200 # of contributors: 100
    21. 21. Example • Revenue – Expenses = Margin $12,000 - $2,000 = $10,000 • Margin per unit (solicitation): $10,000/1,000 = $10 • Margin per staff hour: $10,000/200 = $50 • Margin per impact (contributor): $10,000/100 = $100
    22. 22. Lessons Learned • One full flight is more profitable than two half full ones. • Most do not realize the true full cost. • Understanding costs helps determine price. • Price increases (and closing programs) take time.
    23. 23. Tips on Implementation • Internal Evaluators: – Program knowledge & skills – May create staff buy-in – Less $$$ outlay • External Evaluators – Usually seen as more objective – Assessment expertise – Comparative ideas – More $$$ outlay Photo credit: Matthew Burpee on Flickr
    24. 24. Implementation • Who to involve –Stakeholders –Staff –Non-users • Who to interview –Former volunteers –Former staff –Vendors Photo credit: kierenmccarthy.co.uk
    25. 25. Communication of Results • Review purpose of review • Review what was done • Arrange key findings in logical order, highlighting interpretations where appropriate • Close with recommendations or issues to be addressed Credit: EE.UTD.Events on Flickr
    26. 26. Lessons Learned • Equivocal recommendations get equivocal results • Decision-makers need synthesized data, not the opportunity for data analysis • Survey data is important, but the proof is in historical performance • Plan and communicate transitions
    27. 27. Questions?
    28. 28. Thank You! Greg Melia, CAE gmelia@asaecenter.org @gmeliacae
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×