The 2011 Association Communications Benchmarking Survey found that while associations are communicating with members more frequently, they may not be doing so effectively. The survey of 674 association professionals found that 90% communicate more frequently but less than half felt their members would say communications are more effective. It also found that associations' flagship communication methods, like magazines, are changing to keep up with members' changing media habits. However, associations have not increased resources or best practices as much as needed to meet member demand. Overall, associations may overstate how much they have improved communications.
This document summarizes the key findings of the 2011 Association Communications Benchmarking Survey. It found that while associations are communicating with members more frequently, fewer than half feel they are communicating more effectively. The top challenge was information overload. Associations are adapting to changing media consumption by offering more online content and virtual events. However, many still do not monitor communication frequency or their online reputation effectively. The full report provides more details on challenges with customizing communication and measuring communication effectiveness.
This document discusses communities of practice (CoPs) and value chain partnerships (VCPs). It defines CoPs as groups that share concerns/problems and deepen expertise through interaction. VCPs are CoPs focused on food/fiber producers and businesses. They function as information hubs, catalysts for cooperation, magnets for funding, and scouts identifying opportunities. This benefits producers through greater knowledge/business skills, cooperation opportunities, and access to support networks and markets. Organizations benefit through more efficient resource use, stronger relationships, and ability to leverage funding and policy support. The document promotes VCPs as a model for coordinating technical assistance across different organizations working in agriculture and food systems.
Peer support programs have a long history dating back to the 1840s and share principles from the civil rights movement. Research shows that peer support helps reduce hospitalizations and stays while helping people establish community support networks and increasing personal empowerment. For peer support to reach its full potential, it needs to be expanded, involve career development and national certification, and fully integrated into all mental health and substance abuse services and leadership.
This document provides definitions and guidance for different levels of collaboration between organizations - networking, coordinating, cooperating, and collaborating. It defines each level based on the degree of commitment in terms of time, trust, and shared resources/turf. Collaborating requires the most extensive commitments in all areas and is defined as organizations enhancing each other's capacities for mutual benefit. The document also discusses power dynamics in collaborations, distinguishing between "collaborative betterment", which is initiated by larger institutions, and "collaborative empowerment", which begins within communities. Finally, it outlines common roles organizations play in collaborative processes.
The New World of (Member) Engagement: Great Ideas that Work!eschonher
Member engagement is the foundation to the success of all associations and smart association executives know this. But how do you achieve it? This presentation contains tactical ideas, including effective new member onboarding campaign and the use of data modeling to create personas to better target at risk members, from four well known and respected membership authorities.
The document discusses the role of staff governors in NHS foundation trusts. It finds that while trusts aim to involve staff governors, there are some challenges to addressing. Staff governors sometimes lack clarity on their role and have difficulty representing staff interests and providing feedback. However, some trusts are taking steps to improve staff governor involvement, such as providing training, supporting communication, and clarifying their role and responsibilities. When involvement is successful, staff governors are better able to understand strategic issues, ask informed questions, and improve communication between the trust and staff members.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
This document discusses creating an organizational culture that attracts talent. It mentions completing a culture assessment to connect what is valued to what drives success. The document also discusses making the culture real and permanent by clarifying and reinforcing through words, actions, thoughts and artifacts what is truly valued in the organization.
This document summarizes the key findings of the 2011 Association Communications Benchmarking Survey. It found that while associations are communicating with members more frequently, fewer than half feel they are communicating more effectively. The top challenge was information overload. Associations are adapting to changing media consumption by offering more online content and virtual events. However, many still do not monitor communication frequency or their online reputation effectively. The full report provides more details on challenges with customizing communication and measuring communication effectiveness.
This document discusses communities of practice (CoPs) and value chain partnerships (VCPs). It defines CoPs as groups that share concerns/problems and deepen expertise through interaction. VCPs are CoPs focused on food/fiber producers and businesses. They function as information hubs, catalysts for cooperation, magnets for funding, and scouts identifying opportunities. This benefits producers through greater knowledge/business skills, cooperation opportunities, and access to support networks and markets. Organizations benefit through more efficient resource use, stronger relationships, and ability to leverage funding and policy support. The document promotes VCPs as a model for coordinating technical assistance across different organizations working in agriculture and food systems.
Peer support programs have a long history dating back to the 1840s and share principles from the civil rights movement. Research shows that peer support helps reduce hospitalizations and stays while helping people establish community support networks and increasing personal empowerment. For peer support to reach its full potential, it needs to be expanded, involve career development and national certification, and fully integrated into all mental health and substance abuse services and leadership.
This document provides definitions and guidance for different levels of collaboration between organizations - networking, coordinating, cooperating, and collaborating. It defines each level based on the degree of commitment in terms of time, trust, and shared resources/turf. Collaborating requires the most extensive commitments in all areas and is defined as organizations enhancing each other's capacities for mutual benefit. The document also discusses power dynamics in collaborations, distinguishing between "collaborative betterment", which is initiated by larger institutions, and "collaborative empowerment", which begins within communities. Finally, it outlines common roles organizations play in collaborative processes.
The New World of (Member) Engagement: Great Ideas that Work!eschonher
Member engagement is the foundation to the success of all associations and smart association executives know this. But how do you achieve it? This presentation contains tactical ideas, including effective new member onboarding campaign and the use of data modeling to create personas to better target at risk members, from four well known and respected membership authorities.
The document discusses the role of staff governors in NHS foundation trusts. It finds that while trusts aim to involve staff governors, there are some challenges to addressing. Staff governors sometimes lack clarity on their role and have difficulty representing staff interests and providing feedback. However, some trusts are taking steps to improve staff governor involvement, such as providing training, supporting communication, and clarifying their role and responsibilities. When involvement is successful, staff governors are better able to understand strategic issues, ask informed questions, and improve communication between the trust and staff members.
Why is board governance one of the most common and persistent problems for nonprofits? Many in the sector have come to the realization that the problem is with the traditional governance model itself and new models are urgently needed. This workshop presents a new governance framework, which has been nationally recognized as one of the true innovative developments in the field. Community-Engagement Governance™ is an innovative and effective framework that includes an organization’s stakeholders in key governance decisions for an organization’s future. It is an approach in which governance responsibility is shared among the key sectors of an organization, including its constituents and community, staff, and board to ensure community impact, responsiveness to constituent needs, and high quality decision-making. Participants will learn about this new framework and tools to help them adapt it to their own organization and communities.
This document discusses creating an organizational culture that attracts talent. It mentions completing a culture assessment to connect what is valued to what drives success. The document also discusses making the culture real and permanent by clarifying and reinforcing through words, actions, thoughts and artifacts what is truly valued in the organization.
Jamie Notter, Partner, Culture That Works LLC
The Millennials seem to get more attention these days for
annoying their older compatriots in the workplace with
their flip-flops and a perceived sense of entitlement, In this
session, Jamie explores research from his latest book,
When Millennials Take Over illustrating the more important
role Millennials play as decoders of the key changes that are coming to the business world.
The document discusses strategies for associations to increase membership by focusing on return on investment (ROI) for members. It recommends that associations conduct research to quantify the specific monetary value members receive from membership on an annual basis. This allows associations to demonstrate a strong ROI to both members and non-members to recruit more members. It also discusses the importance of new member assimilation and engagement programs to retain members. The key message is that associations should prove their relevance by clearly communicating the tangible financial benefits of membership.
The document outlines a management model that empowers professional staff by transferring operational authority and responsibilities from the board of directors to staff. This allows the organization to be managed more like a business with the board focusing on strategic visioning and goal-setting while staff handles day-to-day operations, budgeting, committee management, and other duties. Key aspects include giving staff control over organizational structure, decision-making authority, developing policies, and recruiting volunteer leaders to work collaboratively with staff.
This document provides tips for moving people to action and engaging members. It discusses big shifts underway like the sharing economy and that members have different needs. It suggests identifying the problems members have and benefits of programs, comparing offerings and prices, and personalizing communications. Tactics recommended include asking questions, critical conversations, mobile marketing, building lists with rewards, using an infomercial approach, and offering guarantees. The last point is that failed companies often resist change by saying "we've always done it that way."
This document appears to be a website navigation menu containing pages for a sweepstakes promotion including a congratulations page for winners, a sorry page for non-winners, and advertising banners. It also includes a call out or link to another section of the site called "World of Playboy".
The document provides an executive summary of the report "Association Learning + Technology 2011: State of the Sector". Some key points:
- The report examines the state of technology-enabled learning in associations based on a survey of 375 organizations and interviews.
- 77.4% of surveyed organizations currently offer some form of e-learning like webinars and online courses.
- E-learning is mainly used for professional development and its benefits include lower costs, convenience, and reaching more learners.
- Webinars are a popular e-learning format. Tools like PowerPoint are commonly used for course development.
- Education departments typically manage e-learning initiatives, and outsourcing is
This white paper discusses how neuroscience can help associations better understand member loyalty and retention. It explains that retention is challenging for associations as members have different reasons for joining. Neuroscience research can help executives understand how to develop deeper relationships and stronger member connections to ensure loyalty. The paper provides an example of a loyalty rewards program that exploits neuroscience principles like rewards and social interaction to improve renewal rates. Effective member engagement is important for retention as active members renew at higher rates. Neuroscience can aid in understanding how people process information to make decisions and become loyal members.
This document summarizes the results of a study examining differences in behaviors, attitudes, and opinions among association members of different generations. Key findings include:
1) Keeping up-to-date on industry information and networking were the top reasons for belonging across all generations. Younger generations prioritized educational resources more.
2) Supporting the profession was a higher priority reason for belonging than supporting the association itself, especially among older members.
3) Members whose dues were reimbursed by employers expressed less commitment to associations, being less likely to recommend, volunteer, or attend conferences. However, they also expressed higher loyalty and rated membership features more positively.
4) The likelihood of renewing membership
This document summarizes the results of a study examining differences in behaviors, attitudes, and opinions among association members of different generations. Key findings include:
1) Keeping up-to-date on industry information and networking were the top reasons for belonging across all generations. Younger generations prioritized educational resources more.
2) Supporting the profession was a higher priority reason for belonging than supporting the association itself, especially among older members.
3) Millennials were more likely to belong due to dues reimbursement or colleague suggestions. Reimbursed members had higher loyalty but were less likely to recommend the association or volunteer.
4) Traditionalists had the highest likelihood of recommending the association
The document summarizes key findings from a 2015 benchmarking survey of 704 association communications professionals. It finds that associations are communicating more frequently through social media than other channels, yet many still lack clear social media strategies. It also reports that associations struggle with content relevancy, cross-channel integration of communications, and using member data effectively. The document provides recommendations for associations, including developing social media strategies, focusing on engaging content, integrating messaging across channels, and measuring communication effectiveness.
American Society of Association Executives (ASAE) conducted a multi-year study to understand the drivers of tech success and IT maturity in the association sector. The project also examined Technology Readiness among association members and employees. Conducted with support from DelCor Technologies and implemented by Rockbridge Associates, Inc.
This document provides an overview of partnerships at the Department of Planning and Community Development (DPCD) in Victoria, Australia. It discusses how DPCD supports partnerships between government, business and communities to address challenges related to disadvantage and planning. It also identifies five key factors for effective partnerships: having a good broker/facilitator, the right decision-makers involved who are committed to contributing, a clear vision and objectives, good processes, and ongoing motivation through evaluation and champions. The document provides tools and resources for each of these factors.
Upholding Accountability and Integrity In Cooperatives Through Policies and ...jo bitonio
Upholding accountability and integrity in cooperatives requires establishing clear policies and decision-making structures. The document discusses the importance of having a cooperative code of governance and ethical standards to guide behavior. It also emphasizes revamping organizational culture to promote accountability, such as setting goals, monitoring performance, and leading by example. Establishing committees and training programs can help enforce policies and allocate responsibilities to strengthen accountability in cooperatives.
This is the 10th edition of the SOCM research and looks at how communities impact organizations.
Communities Ascend: Growing Success, Growing Risks
1) Communities Propel Engagement
2) Communities Transform Organizations
3) Community Leadership is Unevenly Distributed
The key findings of the benchmarking report on association communications are:
1) The frequency and volume of member communication is increasing while the effectiveness is declining due to smaller communication staff sizes.
2) The top communication challenge associations face is "information overload/cutting through the clutter".
3) Communicating member benefits effectively and keeping members informed about events have become much more important challenges over the past year.
4) Maintaining the association's position as the top industry information source has decreased in importance relative to other communication goals.
This document provides a summary of a report on networking organizations. It interviewed over 45 groups across North America and the UK. Most groups meet weekly for breakfast or lunch. They typically do introductions where members state their name, business and leads. Three-quarters also include a member or guest presentation. While the goal is business leads, stakeholders value the quality relationships formed through long-standing in-person meetings. The document aims to understand common challenges that could be addressed through new software.
This document discusses the results of a survey on attitudes toward professional societies. It finds that:
1) Most respondents believe professional societies are still relevant, but about a third feel their relevance has decreased over time, especially in Europe and North America.
2) Societies perform below expectations for advocacy activities like advising governments, but do well at providing information through journals and education. Improving online networking and helping members increase visibility are priorities.
3) Many members feel societies do not provide good value for money and are ineffective at communicating their value proposition. Digital communication through websites and emails must be enhanced.
The New Symbiosis Of Professional Networks Research StudyLeader Networks
The article focuses on the impact of social media and social networks to Social Media Peer Groups (SMPG) and professional decision-makers. It mentions that customers and prospects have an instant platform of discussions for their ideas, experiences and knowledge through the use of social media, wherein their important role is utilizing the tools and mediums before engaging to decision-making processes. It states that social media increase the impressive strength of decision-making and change the dynamics of customer relationship management, marketing, and communications. It also recommends being part in a peer network or online community for sharing ideas that were often formed in office settings.
This document summarizes the third session of the Peer Learning Group on measuring the networked nonprofit. The session focused on defining goals, audiences, and key performance indicators for measurement projects. Participants then shared details of their action learning projects which involve designing and implementing measurement strategies. Next steps include uploading project descriptions to the wiki by March 1st and the next session will focus on measuring engagement and influence on March 18th.
Member engagement directly impacts an association’s ability
to survive and flourish. Associations that report higher rates of engaged members also report higher renewal rates. The industry lacks a standard definition or measurement method for member engagement, putting the burden on individual associations to develop their own internal definitions and scoring methods.
Thankfully, this can be easier than first thought might indicate and is a worthwhile undertaking.
BusinessNet (BN) is a professional business network run by Vejle Boldklub that connects local businesses in Denmark. It currently has seven groups with 20-35 members each from various industries. The purpose of this report is to identify how BN can improve its network offering to provide more value to members. It analyzes members' perspectives on networking based on surveys and interviews. It also reviews networking theory, particularly the "Eight Cubes" model. The report finds that members value leads, inspiration and advice from networking. However, many have not clearly defined their networking goals. It provides recommendations on how BN can help members better understand and utilize networking, including focusing on relationships beyond transactions, entrepreneurial elements, and online engagement.
Beth Kanter discusses how nonprofits can become more networked and data-driven organizations. She outlines four stages of maturity for nonprofit practices - from crawl to fly. At the crawl stage, nonprofits focus on one campaign or channel, while at the fly stage they have network building, multi-channel engagement and continuous improvement. Kanter also emphasizes the importance of measurement discipline but not at the expense of being networked. Nonprofits should link social media to outcomes by breaking down data silos between departments. Data literacy, including collecting, analyzing and learning from data, is key for nonprofits to improve over time.
Jamie Notter, Partner, Culture That Works LLC
The Millennials seem to get more attention these days for
annoying their older compatriots in the workplace with
their flip-flops and a perceived sense of entitlement, In this
session, Jamie explores research from his latest book,
When Millennials Take Over illustrating the more important
role Millennials play as decoders of the key changes that are coming to the business world.
The document discusses strategies for associations to increase membership by focusing on return on investment (ROI) for members. It recommends that associations conduct research to quantify the specific monetary value members receive from membership on an annual basis. This allows associations to demonstrate a strong ROI to both members and non-members to recruit more members. It also discusses the importance of new member assimilation and engagement programs to retain members. The key message is that associations should prove their relevance by clearly communicating the tangible financial benefits of membership.
The document outlines a management model that empowers professional staff by transferring operational authority and responsibilities from the board of directors to staff. This allows the organization to be managed more like a business with the board focusing on strategic visioning and goal-setting while staff handles day-to-day operations, budgeting, committee management, and other duties. Key aspects include giving staff control over organizational structure, decision-making authority, developing policies, and recruiting volunteer leaders to work collaboratively with staff.
This document provides tips for moving people to action and engaging members. It discusses big shifts underway like the sharing economy and that members have different needs. It suggests identifying the problems members have and benefits of programs, comparing offerings and prices, and personalizing communications. Tactics recommended include asking questions, critical conversations, mobile marketing, building lists with rewards, using an infomercial approach, and offering guarantees. The last point is that failed companies often resist change by saying "we've always done it that way."
This document appears to be a website navigation menu containing pages for a sweepstakes promotion including a congratulations page for winners, a sorry page for non-winners, and advertising banners. It also includes a call out or link to another section of the site called "World of Playboy".
The document provides an executive summary of the report "Association Learning + Technology 2011: State of the Sector". Some key points:
- The report examines the state of technology-enabled learning in associations based on a survey of 375 organizations and interviews.
- 77.4% of surveyed organizations currently offer some form of e-learning like webinars and online courses.
- E-learning is mainly used for professional development and its benefits include lower costs, convenience, and reaching more learners.
- Webinars are a popular e-learning format. Tools like PowerPoint are commonly used for course development.
- Education departments typically manage e-learning initiatives, and outsourcing is
This white paper discusses how neuroscience can help associations better understand member loyalty and retention. It explains that retention is challenging for associations as members have different reasons for joining. Neuroscience research can help executives understand how to develop deeper relationships and stronger member connections to ensure loyalty. The paper provides an example of a loyalty rewards program that exploits neuroscience principles like rewards and social interaction to improve renewal rates. Effective member engagement is important for retention as active members renew at higher rates. Neuroscience can aid in understanding how people process information to make decisions and become loyal members.
This document summarizes the results of a study examining differences in behaviors, attitudes, and opinions among association members of different generations. Key findings include:
1) Keeping up-to-date on industry information and networking were the top reasons for belonging across all generations. Younger generations prioritized educational resources more.
2) Supporting the profession was a higher priority reason for belonging than supporting the association itself, especially among older members.
3) Members whose dues were reimbursed by employers expressed less commitment to associations, being less likely to recommend, volunteer, or attend conferences. However, they also expressed higher loyalty and rated membership features more positively.
4) The likelihood of renewing membership
This document summarizes the results of a study examining differences in behaviors, attitudes, and opinions among association members of different generations. Key findings include:
1) Keeping up-to-date on industry information and networking were the top reasons for belonging across all generations. Younger generations prioritized educational resources more.
2) Supporting the profession was a higher priority reason for belonging than supporting the association itself, especially among older members.
3) Millennials were more likely to belong due to dues reimbursement or colleague suggestions. Reimbursed members had higher loyalty but were less likely to recommend the association or volunteer.
4) Traditionalists had the highest likelihood of recommending the association
The document summarizes key findings from a 2015 benchmarking survey of 704 association communications professionals. It finds that associations are communicating more frequently through social media than other channels, yet many still lack clear social media strategies. It also reports that associations struggle with content relevancy, cross-channel integration of communications, and using member data effectively. The document provides recommendations for associations, including developing social media strategies, focusing on engaging content, integrating messaging across channels, and measuring communication effectiveness.
American Society of Association Executives (ASAE) conducted a multi-year study to understand the drivers of tech success and IT maturity in the association sector. The project also examined Technology Readiness among association members and employees. Conducted with support from DelCor Technologies and implemented by Rockbridge Associates, Inc.
This document provides an overview of partnerships at the Department of Planning and Community Development (DPCD) in Victoria, Australia. It discusses how DPCD supports partnerships between government, business and communities to address challenges related to disadvantage and planning. It also identifies five key factors for effective partnerships: having a good broker/facilitator, the right decision-makers involved who are committed to contributing, a clear vision and objectives, good processes, and ongoing motivation through evaluation and champions. The document provides tools and resources for each of these factors.
Upholding Accountability and Integrity In Cooperatives Through Policies and ...jo bitonio
Upholding accountability and integrity in cooperatives requires establishing clear policies and decision-making structures. The document discusses the importance of having a cooperative code of governance and ethical standards to guide behavior. It also emphasizes revamping organizational culture to promote accountability, such as setting goals, monitoring performance, and leading by example. Establishing committees and training programs can help enforce policies and allocate responsibilities to strengthen accountability in cooperatives.
This is the 10th edition of the SOCM research and looks at how communities impact organizations.
Communities Ascend: Growing Success, Growing Risks
1) Communities Propel Engagement
2) Communities Transform Organizations
3) Community Leadership is Unevenly Distributed
The key findings of the benchmarking report on association communications are:
1) The frequency and volume of member communication is increasing while the effectiveness is declining due to smaller communication staff sizes.
2) The top communication challenge associations face is "information overload/cutting through the clutter".
3) Communicating member benefits effectively and keeping members informed about events have become much more important challenges over the past year.
4) Maintaining the association's position as the top industry information source has decreased in importance relative to other communication goals.
This document provides a summary of a report on networking organizations. It interviewed over 45 groups across North America and the UK. Most groups meet weekly for breakfast or lunch. They typically do introductions where members state their name, business and leads. Three-quarters also include a member or guest presentation. While the goal is business leads, stakeholders value the quality relationships formed through long-standing in-person meetings. The document aims to understand common challenges that could be addressed through new software.
This document discusses the results of a survey on attitudes toward professional societies. It finds that:
1) Most respondents believe professional societies are still relevant, but about a third feel their relevance has decreased over time, especially in Europe and North America.
2) Societies perform below expectations for advocacy activities like advising governments, but do well at providing information through journals and education. Improving online networking and helping members increase visibility are priorities.
3) Many members feel societies do not provide good value for money and are ineffective at communicating their value proposition. Digital communication through websites and emails must be enhanced.
The New Symbiosis Of Professional Networks Research StudyLeader Networks
The article focuses on the impact of social media and social networks to Social Media Peer Groups (SMPG) and professional decision-makers. It mentions that customers and prospects have an instant platform of discussions for their ideas, experiences and knowledge through the use of social media, wherein their important role is utilizing the tools and mediums before engaging to decision-making processes. It states that social media increase the impressive strength of decision-making and change the dynamics of customer relationship management, marketing, and communications. It also recommends being part in a peer network or online community for sharing ideas that were often formed in office settings.
This document summarizes the third session of the Peer Learning Group on measuring the networked nonprofit. The session focused on defining goals, audiences, and key performance indicators for measurement projects. Participants then shared details of their action learning projects which involve designing and implementing measurement strategies. Next steps include uploading project descriptions to the wiki by March 1st and the next session will focus on measuring engagement and influence on March 18th.
Member engagement directly impacts an association’s ability
to survive and flourish. Associations that report higher rates of engaged members also report higher renewal rates. The industry lacks a standard definition or measurement method for member engagement, putting the burden on individual associations to develop their own internal definitions and scoring methods.
Thankfully, this can be easier than first thought might indicate and is a worthwhile undertaking.
BusinessNet (BN) is a professional business network run by Vejle Boldklub that connects local businesses in Denmark. It currently has seven groups with 20-35 members each from various industries. The purpose of this report is to identify how BN can improve its network offering to provide more value to members. It analyzes members' perspectives on networking based on surveys and interviews. It also reviews networking theory, particularly the "Eight Cubes" model. The report finds that members value leads, inspiration and advice from networking. However, many have not clearly defined their networking goals. It provides recommendations on how BN can help members better understand and utilize networking, including focusing on relationships beyond transactions, entrepreneurial elements, and online engagement.
Beth Kanter discusses how nonprofits can become more networked and data-driven organizations. She outlines four stages of maturity for nonprofit practices - from crawl to fly. At the crawl stage, nonprofits focus on one campaign or channel, while at the fly stage they have network building, multi-channel engagement and continuous improvement. Kanter also emphasizes the importance of measurement discipline but not at the expense of being networked. Nonprofits should link social media to outcomes by breaking down data silos between departments. Data literacy, including collecting, analyzing and learning from data, is key for nonprofits to improve over time.
Charity Navigator Masterclass: Culture & Community BeaconOnBoard
This document summarizes a Charity Navigator masterclass session on understanding the Culture and Community beacon. It provides an overview of how Charity Navigator evaluates an organization's culture, community engagement, equity and feedback practices. Studies are presented showing the importance of these factors to donors and nonprofit effectiveness. The beacon criteria around how organizations listen to constituents, commit to equity and diversity are explained. The importance of the Culture and Community beacon in providing a holistic evaluation and informing donor decisions is highlighted. Participants are invited to ask questions in a Q&A session.
Project7 was engaged by the Royal Pharmaceutical Society to help them identify members' priority needs, realign services accordingly, and restructure the organization to be more cost-effective and ensure long-term sustainability. Project7 conducted a voice of the member analysis, service cost analysis, and organizational structure analysis. This identified opportunities to streamline processes, reduce costs by 25%, and increase revenues. The financial benefits of Project7's recommendations were over 14 times the cost of their consulting services. The RPS was then able to realign its services and restructure its organization to better serve members and ensure long-term stability.
This document provides an introduction and overview of a sourcebook on corporate social responsibility and sustainable business. It discusses how companies are now expected to consider social and environmental impacts and operate sustainably. The sourcebook aims to highlight the current state of knowledge on CSR and the role of leadership through an annotated collection of academic and business literature from 2000 onward. It uses three methods to select relevant sources: a systematic keyword search, a random search, and reviewing reference lists. The sourcebook's purpose is to provide leadership insights from the literature on approaches to CSR, drivers of commitment, corporate identity/ethics, stakeholder partnerships, and organizational challenges.
Ethics in the WorkplaceHome Publications & Resources Knowledge.pdfthorsendrouillardu93
The article discusses findings from a 2000 survey on workplace ethics. It summarizes that the survey found that organizations with written ethics standards, ethics training, and resources for ethics advice saw benefits like less pressure to compromise ethics, less misconduct, and greater employee satisfaction. Key sections discuss encouraging findings, like employees expecting their organizations to do what is right rather than just profitable, and findings of concern, like lower-level employees viewing ethics more negatively than managers. The article provides tips for establishing an ethics program.
Similar to 2011 associationcommunicationsbenchmarkingreport (20)
Bryce Gartner is the Chief Experience Officer and founder of icimo, his 6th startup. Icimo helps organizations become data-driven through data services and tools. Gartner's objectives for the session are to help participants get beyond just the technology, understand better ways to communicate with data, recognize challenges in changing culture, and create disruption. Icimo has assisted organizations from $250k to $300 billion in revenue.
The document discusses content marketing and provides guidance on developing an effective content marketing strategy. It defines content marketing as a strategic marketing approach focused on creating valuable and relevant content to attract and retain an audience to drive customer action. The document outlines key steps for content marketing including setting goals, identifying target audiences and buyer personas, and implementing different types of content across various channels. It also provides examples of different types of content that can be used at different stages of the buyer journey from awareness to conversion.
This document summarizes demographic trends in North Carolina through 2035. It finds that North Carolina's population will continue growing, reaching over 12 million by 2035, with growth concentrated in urban areas like Raleigh, Charlotte, and Greensboro. An aging population and declining numbers of children and young adults in many counties will shape North Carolina's future demographics. The state will also see growing demand for housing as its population increases.
The document discusses the "Six Rs of Association Thrivability" that are critical for associations to thrive in the current environment. The six Rs are: 1) Realism for action to honestly confront challenges, 2) Responsibility for stewardship by taking intelligent risks, 3) Readiness for learning through strategy as a learning process, 4) Resources for investment by treating profitability as a priority, 5) Relationships for collaboration by building networks beyond members, and 6) Resilience for growth by increasing resilience at all levels to enable smart decisions during disruption. Following these imperatives will help associations build 21st century organizations capable of flourishing in the current volatile environment.
This document outlines an association framework focused on thriving and minimizing risks. It includes mindsets like strategic legitimacy, digital ubiquity, situated stewardship, design orientation, network thinking, and informed empathy. The framework addresses internal resistance, external risks, stewardship, investment resources, learning readiness, collaboration relationships, realistic action, resilience growth, developing stakeholders, deepening insight, nurturing foresight, and creating shared value through expanded interactions.
The document discusses the importance of foresight for association boards to successfully lead their organizations through constant change. It argues that boards must embrace their "duty of foresight" and look continuously toward the future. This requires boards to strategically plan for plausible impacts of transformation, nurture responsible stewardship focused on long-term growth, and make ongoing learning a priority. The document provides recommendations for boards to develop a stewardship statement, regularly practice foresight techniques, and establish principles to guide decision-making focused on thriving in future conditions. Embracing the duty of foresight will help boards harness change to create value for stakeholders and ensure their associations remain viable.
Arthur Gordon – Founding Chef & Owner, Irregardless Café & Catering and The Glenwood Club, Raleigh, NC
Anya Gordon – Catering & Marketing Director, Irregardless Café & Catering and The Glenwood Club, Raleigh, NC
Planners face increasing expectations from attendees for variety in food and beverage as well accommodations to special diets. Arthur and Anya Gordon will present their best ideas based on years of experience. Founded in 1975, The Irregardless Café was Raleigh’s first vegetarian restaurant and continues to serve as a pioneer taking concepts like ‘green’ and ‘sustainable’ long before they became buzz words, and putting them into action serving healthy and innovative cuisine. In 2001 the Cafe transitioned Arthur’s informal ‘catering for friends’ and established its ‘Catering Division’ enabling planners to incorporate creative ideas in their events.
Rob Autry – Founder, Meeting Street Research
Rob is working on a project with HLN Cable News Network tracking millennial voter attitudes during the 2016 elections, and will share insights from the polling and the focus group work he’s been doing across the country.
This document discusses emergency preparedness and risk management for event planners. It defines event risk as anything that could negatively impact an event's outcome. It identifies common risk types and discusses who is responsible for managing risk. The document outlines four risk management strategies - avoid, reduce, retain, transfer. It provides examples of risk reduction strategies like compliance documents and insurance. The document concludes by discussing developing a risk assessment and action plan to address risks.
Advocacy can be challenging when one is not well-liked or respected. However, it is best to approach advocacy wearing a "White Hat" and conduct oneself respectfully to build trust and goodwill over time. While likability helps, the most effective advocates focus on addressing issues with integrity rather than popularity.
This document discusses strategies for effective marketing in a changing environment. It emphasizes the importance of understanding one's target market and crafting messaging to meet their specific needs. Examples are provided of companies like Barefoot Wine that changed their approach to focus directly on their best customers through cause marketing, personalized messaging, and grassroots efforts instead of traditional ads. The conclusion emphasizes defining goals and tracking the activities and results of one's marketing investments.
This case study describes the planning and execution of the first annual NC Doctors Day celebration in North Carolina. Key goals were to show appreciation for doctors, make it an annual event, encourage donations, and build partnerships. A design firm was hired to create a logo, website, and social media strategy. Doctors were nominated for NC Doctor of the Year and over 19,000 votes were cast. The inaugural event was deemed a success based on member appreciation and engagement on social media and the website. Lessons learned included starting early, using friendly competition, taking a long-term view, and showing appreciation.
This document provides guidance on developing an effective public relations campaign with key considerations around mission, goals, audience research, messaging, outcomes measurement, evaluation, and best practices. It outlines the importance of clearly defining objectives, being realistic about available resources, providing follow-up, meeting budgets, and fulfilling the overall mission to evaluate a PR campaign's success.
This document provides an update on tax compliance and reporting. It discusses new tax deadlines including changes to extension periods. It also covers alternative investments and how they must be reported on Form 990 due to the potential for unrelated business income. Common errors on Form 990 filings are also outlined, such as accurately reporting gross receipts, compensation, highest compensated independent contractors, and grants/assistance.
Lisa Ward, Director of Public Affairs, NC Dental Society
Embezzlement. Hacked database. Death. Server crash.
Workplace violence. Electrical outage. Every organization is vulnerable to a crisis and there’s usually no advance warning about what the crisis will be or when it will happen. Proper crisis planning can help your organization handle the issue calmly and efficiently, minimizing the impact to your members, your employees and your key stakeholders. Learn how to create the plan you need to ensure you’re ready when the unthinkable happens.
Featuring Jonathan Kraftchick, CPA, Manager of Training
& Development, Cherry Bekaert, LLP, “Triangle’s Funniest Accountant 2014”
Before fraud occurs, it is most likely preceded by a series of small ethical dilemmas. Is there a fraudster in all of us or are ethical breaches a result of a few bad apples? This session will look at the transition from these forgettable lapses in judgment to making the headlines with many more zeroes attached. No matter your role in an organization, we all face a multitude of complex decisions on a daily basis. This session will help you think about the factors that influence these decisions.
Everyone’s a publisher, but, not everyone knows how to write
for the web. You will after this session. You’ll learn the
basics of search engine optimization (SEO), how to write and
format content that appeals to online readers, and how to
avoid rookie online publishing mistakes.
More from Association Executives of North Carolina (20)
Writing engaging content for the online reader aenc 2015 annual - deirdre r...
2011 associationcommunicationsbenchmarkingreport
1. 2011 Association Communications
Benchmarking Survey
The definitive annual report on best practices and peer benchmarking
data exclusively serving the association community.
Conducted by Naylor, LLC, and the Association Adviser
in partnership with the Association Societies Alliance
Summary report
A ssociation
DVISER
Follow us:
A
SSOCIATION
DVISER
.com