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Chapter Performance & Benchmarking Unwrapped: How Associations View Chapters
The document presents insights from a benchmarking report on chapter performance and health in associations, highlighting key themes, challenges, and support structures. It emphasizes the need for better data management to measure chapter effectiveness and member engagement, while also noting mixed perceptions about the value of chapters. Key findings include that small chapters are as likely to succeed as larger ones, but many face challenges such as volunteer burnout and leadership succession.
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Chapter Performance & Benchmarking Unwrapped: How Associations View Chapters
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- 2. What’s one thingyou hope the new year brings? Chat
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- 5. How can Icollect chapter performance data to benchmark my chapters? How do I provide better resources and support to my volunteers? Ask the Hosts…
- 6. Today’s Agenda 01 02 03 04 What’s Our Roadmap BigThemes The Numbers Lessons Learned
- 7. Day 1: Howdo associations view chapters? CRP, CEO & CL perspective Day 2: Using dashboards to tell the story of chapters & guide health Day 3: How to tell stories, find the nuggets & what tech to use Our Roadmap 01 02 03
- 8. 1 Networking goal 1Learning goal Reflection: What’s your …
- 9. Did you (oryour org) participate in the 2021/2022 Chapter Benchmarking Survey? Zoom Reaction
- 10. Chapter Performance & Benchmarking Unwrapped What’s Differentabout this year’s Report?
- 11. Who Participated inthe Study INPUTS
- 12. Integrated Focus Groups,Surveys & Client Experience Assumptions Questions Bright Spots
- 13. Structure • 20th centuryform vs. 21st century function • Time Zones vs. Geography Volunteers • Mission vs. Administration • Good leaders still count • Farm Team Paradox Value • Local Presence – YES! • Chapter Impact – Maybe • HQ Support – Hmm… Big Themes
- 14. Pick a theme:what resonates? (How) have you changed? Chat
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- 16. 63% Individual Member Avg42k Members (Median 15k) Avg 74 Chapters (mostly states) Respondent Profile Snapshot
- 17. Separately Incorp/Chartered...61% Independent Affiliates………...21% Wholly Owned Subsidiaries …17% Respondent Profile Snapshot Relationship
- 18. Contingent Membership …66% Unified Dues ………………. 38% HQ Collects Dues ………… 63% Snapshot Respondent Profile Relationship Membership & Dues
- 19. Respondent Profile Snapshot Relationship Membership &Dues Financials & Staffing Med Operating Budget …… $50,000 Avg Operating Budget …… $101,326 Have Paid Staff …………… 27% Small chapters are as likely to be successful as large chapters are likely to fail.
- 20. Respondent Profile Snapshot Relationship Membership &Dues Financials & Staffing Education Networking Advocacy What Chapters Do Median number of chapter program types was 10
- 21. 01 02 0304 CRPs: Chapter Impact… Giving our brand a local presence Providing volunteer opportunities Extending service to members who can’t attend national events Increasing overall member value
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- 23. 02 01 03 CRPs: ChapterLeader Challenges Leadership succession challenges Lack of volunteers Volunteer burnout
- 24. CRP: Performance Challenges LowPerforming Chapters
- 25. How Associations are SupportingChapters SUPPORT
- 26. Database Management Most Common FunctionalSupport 01 Dues Collection 02 Start-up Kits 03 Dues Invoicing 04
- 27. Functional Support forChapters 11% 13% 20% 22% 28% 35% 41% 46% 49% 54% 62% 64% 64% 67% 70% Full service management Other Event planning Bookkeeping/accounting services Tax filing/state registration, state sales tax Event registration processing Funding through grants, sponsorships, awards Provide access to insurance Virtual meeting software access or license (e.g.… Website hosting Communications/marketing support Dues invoicing Chapter start-up (kit and/or support) Dues collection Database management
- 28. Most Popular TrainingResources Web Portal Webinars Leadership Conference Associations are tapping LMS slightly more for chapter training (24% vs. 21%)
- 29. Developmental Support forChapters 24% 25% 26% 36% 68% 78% 78% 79% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Chapter leadership training through learning… Other Designated mentor(s) Workshop(s) at other association meetings Discussion forum/online community Dedicated leadership conference(s) Webinar(s) Website Portal with a variety of resources (training…
- 30. Resource Impact Very Positive Association/chapterrelationship Risk mitigation & alignment Decreasing Returns 1 Critical performance metrics 2 Increasing member value On the surface, everyone seems to get along well, but chapters are not doing a good enough job serving the member
- 31. Impact of DevelopmentalResources on Perceived Effectiveness & Performance 6% 12% 30% 36% 43% 48% 49% 56% 56% 56% 59% 74% 93% Generating additional income for HQ Driving membership growth Operating consistently over years and… Increasing overall member value Extending your service delivery to members… Providing more volunteer opportunities Collaboration w/HQ Quality of Programs ROI for Resources Allocated Giving your brand a local presence Logistics (Reporting/Data Sharing/...) Alignment w/HQ Risk Mitigation
- 32. Resource Impact Impact ofSupport on Perceived Effectiveness
- 33. Do you believeyour chapter support is making a worthwhile difference? Why? Why not? Question
- 34. How Do YouKnow? DATA, DATA, DATA
- 35. What Do WeMeasure… 71% 56% 48% 43% 40% 33% 30% 28% 28% 25% 23% 29% 44% 52% 57% 60% 67% 70% 72% 72% 75% 77% Total fundraising volume Local member penetration Advocacy/grassroots engagement Member participation in con't ed. Event/activity evaluations Event registrations/participation General membership satisfaction Financial health/viability Volunteer/chapter leader pipeline Membership retention Membership recruitment Not Used Used
- 36. How Do WeKnow… 12% 26% 26% 18% 27% 30% 38% 23% 24% 23% 22% 24% 21% 48% 35% 24% 38% 48% 34% 33% 39% 37% 33% 35% 62% 16% 25% 41% 16% 3% 7% 20% 10% 2% 1% 18% 5% 10% 14% 18% 18% 19% 21% 24% 27% 38% 44% 22% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Total fundraising volume Financial health/viability Advocacy/grassroots engagement Local member penetration Event/activity evaluations Volunteer/chapter leader pipeline General membership satisfaction Member participation in con't ed. Event registrations/participation Membership recruitment Membership retention Overall Average Anecdotal Reports Chapters Other Direct Access
- 37. The Plural ofAnecdote is NOT Data
- 38. State of Chaptersfrom Chapter Leader Perspective CL HIGHLIGHTS
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- 41. Lower Satisfaction Ability toprovide sufficient networking Higher Satisfaction Ability to deliver high quality educational/technical programs Satisfaction with Member Service
- 42. 10% of chaptermembers highly engaged (serving) 65% shortage of qualified volunteers = significant issue 33% somewhat/marginally engaged (attending meetings) Level of Member Engagement 47% unengaged
- 43. Only 21% reportall board seats filled with a waitlist Need to re-examine the volunteer system Over 50% struggle to fill seats Current Board
- 44. A few thoughtchapter “should be independent from HQ” or is a “competitor with HQ” More agreed that chapter “is a partner with HQ” and leaders “trust HQ” Overall respondents reported a good relationship with HQ Relationship with HQ Most agreed chapter is “run by effective leaders” & “should be a high priority for HQ” very strong fairly good dysfunctional 43% 49% 1%
- 45. Importance of HQResources
- 46. State of Chapters: TheCEO View CEO HIGHLIGHTS
- 47. 47 Local Resource Channel(3.4) Professional Development Channel (3.1) Purpose Member Engagement Channel (3.3) Leadership Development Channel (3.2) … but they are skeptical chapters are worth the effort … CEOs somewhat agree chapters are a:
- 48. Chapters are “oftentoo small to succeed but too large to fail” Chapters “deliver the bulk of our value to our members” Higher agreement: CEO: Perceived Impact? Lower agreement:
- 49. One-third of ourmembers love the chapters, one-third hate the chapters, and one-third ask, ‘What’s a chapter?’” Member Perception “
- 50. The real lesson: Fuzzymetrics & data desert = Uncertainty Chapter Value: How Do They Know
- 51. Chapters “have significant representationon our Board of Directors.” Chapters “have an outsized influence on HQs decision- making.” Higher agreement: CEO: Perceived Impact? Lower agreement:
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- 53. 04 Lack ofData More effective data management system is needed to measure member value & engagement Lessons Learned 01 Local Presence needed for networking, education & advocacy 03 HQ Support Red flag: more HQ support did not appear to produce better chapter performance 05 Employ Technology to provide more data and help with chapter leader turnover - let volunteers focus on what’s important: 02 Mixed Views… many differing perceptions regarding influence, purpose & value Our Members and Our Mission
- 54. What might youdo tomorrow with the data and ideas we explored today? Chat
- 55. Download the report! https://bit.ly/34cyCKv 2022Chapter Benchmarking Report
- 56. Preparing for thefuture by tapping into the power of dashboards January 26th 1 – 2:30 pm EST Join Us Tomorrow!
- 57. Billhighway Mariner Management •Current financial reporting • Chapter member engagement data • Number of events they’re hosting • Types of events they’re hosting • Percentage of members and non- members attending • Discovering your chapter ROI • Innovating your chapter structure • Rethinking your volunteer strategy • Training & developing chapters leaders • In-depth & quick bites Tap us for… With Billhighway, you can see chapter performance data in real time—no more nagging chapters for: Want more? Contact us for a 15 minute chat. Your chapters need help? You need help with your chapters? Want more? Contact us for a 15 minute chat.
- 58. Give us yourfeedback
- 59.
Editor's Notes
- #2 @Peggy Members seek face-to-face opportunities to connect, learn, volunteer, and socialize with their peers more than ever. CRPs are looking for ways to activate that member engagement at chapters. Around the country, they’re asking: Are associations changing how they manage and relate to their chapters? What support and services should we give our chapters? How should we evaluate our chapters? Are chapters still relevant? Mariner Management and Billhighway conducted the third Chapter Benchmarking Study to explore these questions and more. We went out to CRPs, CEOs, and Chapter Leaders. The data analysis offers a resource for benchmarking, sharing innovations in chapter management, and starting conversations about the future of chapters. Join us for a workshop to unveil the 2021 Association Chapter Performance Report, and more importantly, look at how you can use it to answer your questions and optimize your chapters! WE’LL COVER 1. The findings of the 2022 Chapter Performance and Benchmarking Study 2. Share how your association can use the data and findings 3. Explore how to use benchmarking to create a dashboard about your chapter program and monitor chapter health 4. How to build and create a compelling story about the value of your chapters
- #3 @Peggy Ice Breaker #1 – It's time to warm up your fingers... Let’s get started with some wishes and dreams … you can answer this based on your chapter program, your association, personally or professionally. Sharing hopes and wishes helps them come true
- #4 @Peggy Let’s keep things fun and light throughout…if you hear a data point and like it, give us a thumbs up or applause.
- #5 @Peggy Quick shout out to the “Behind the Scenes” crew…
- #6 Let’s Meet the Team – This workshop & study is brought to you by the fab partnership of Billhighway & Mariner Management! @Mark - Billhighway – Chapter Management Solution. We increase ROI across your entire organization by providing technology tools to help chapters perform better; as well as delivering member engagement and component performance data to headquarters. @Peggy - Mariner – Let’s create the greatest possible value for your members and volunteers! Our Shared Purpose To build community the component relations community and connect CRPs.
- #7 @Peggy – What’s our Road Map Brief Overview: Day 1 – Overview: how do associations view chapters: CRP (operations); CEO (strategy); CL (volunteer exp on the ground) Day 2 – Using dashboard to tell the story of chapters & guide health Day 3 – Telling the story. How to tell stories, how to find the nuggets, tech to use
- #8 @Peggy – We will be recording the sessions so attend what you can and we’ll send out the recording afterwards! Brief Overview: Day 1 – Overview: how do associations view chapters: CRP (operations); CEO (strategy); CL (volunteer exp on the ground) Day 2 – Using dashboard to tell the story of chapters & guide health Day 3 – Telling the story. How to tell stories, how to find the nuggets, tech to use Reminder of our Learning Objectives: Hear the findings of the 2021 Chapter Performance and Benchmarking Study Learn how your association can use the study Explore how to use benchmarking to create a dashboard about your chapter program and checking on chapter health Explore how to build and create a compelling story of your chapters
- #9 @Peggy Opening: what’s our road map; share one networking /one learning goal; state one question you bring to the table; one aha from reviewing the report 60 seconds Quiet Time: During this time, all is quiet, no questions, no chat Define Your Goal For Today Tell us what you need to get out of this conversation…what brings you here? Share one networking/learning goal; state one question you bring to the table; one aha from reviewing the report Type your response in the chat
- #10 @Peggy Zoom reaction: Who participated (quick snapshot) –
- #12 Wider range of inputs (CRPs, CEOs, CLs, Clients, Focus Groups, Conversations…and lots of Experience)
- #13 Integrated focus groups, surveys and client experience. In addition to typical data points, a hard look at our assumptions about the actual performance and value of chapters – The data raises far more questions than it answers Emphasis on how we can use the right questions to optimize that impact and value – rather than focusing on traditional “benchmarking” (i.e. How can we all look the same?), let’s find the “bright spots” and potential in our differences.
- #15 Chat 60 seconds of silence – Take a moment to reflect on the last 90 minutes Where do you go from here? What's your next step? Take a minute to think. What is the first thing you need to do? Write it down. Put a date to accomplish it by. Make sure it’s SMART. No lofty “revamp our volunteer strategy”…make it something actionable like “call 3 volunteers in the next 30 days and check-in/ask how I could better support them.”
- #17 @Peter Snapshot of the main survey … 63% Individual Member with ave of 42k members (median 15k) and average 74 chapters mostly state based The respondent pool from 112 associations represents a diverse group of member organizations: 63% individual member organizations 24% hybrid (individual and organizational memberships) 12% trade associations 2% other These organizations have an average of 74 chapters each. The majority (68%) are state-based. Slightly less than half of the responding associations (47%) indicated they were global and have an average of 13 chapters outside the U.S. The average number of individual members for respondents was approximately 42,000 (median = 15,000). You can find more details in the report’s Respondent Profile section .
- #18 @Peter 78% of respondents, the central organization has significant control over its chapters: 61% operate as separately incorporated chartered organizations and 17% are wholly owned subsidiaries. In these cases, the chapters cannot exist independent of the central. For 78% of respondents, the central organization (HQ) has significant control over its chapters: 61% operate as separately incorporated, chartered organizations and 17% are wholly owned subsidiaries. In these cases, the chapters cannot exist independently of HQ. 20% reported an independent affiliate structure and 3% are “other.” Note: while we refer to “separately incorporated” to indicate chartered chapters, they may not all be legally incorporated; they are, however, legally independent from HQ.
- #19 @Peter Slightly less than half of associations (45%) require chapter members to be central organization members while about a third have a non-contingent membership (i.e., one can be a member of either or both). Dues are charged separately by 50%, while 38% reported charging unified dues, which include chapter dues. In 14% of associations, no separate dues are charged. 50% of associations charge separate dues, while 38% charge unified dues that include chapter dues. Unified dues could refer to a member making a single payment for both memberships to either HQ or their chapter. Dollars are then split, and each party receives its share. This scenario could also mean a single payment to HQ if there are no chapter dues. Separate dues are most prevalent in organizations with separately incorporated affiliates (73%). In 14% of associations, no separate dues are charged. HQ collects dues for 63% of the respondents; 10% collect dues independently. HQ unilaterally sets the dues only 19% of the time, suggesting a preference for giving chapters greater control in the dues decision-making process. The advantages when HQ collects dues include having access to a critical dataset that’s essential to calculating recruitment and retention percentages.
- #20 @Peter Chapters budgets tend to be limited: the median operating budget is $50,000. Even an average operating budget of $101,326 limits resources in terms of paid support, which undoubtedly accounts for why only 27% of chapters have paid staff. Financials and staffing at chapters Chapter budgets tend to be limited: the median operating budget is $50,000. Even an average operating budget of $101,326 limits resources in terms of paid support, which undoubtedly accounts for why only 27% of chapters have paid staff. This may, however, understate the actual staffing for chapters since an unknown number may have part-time staffing not reported to or by the CRP respondents, for example, bookkeepers, event registrars, and webmasters. The overall message is that chapters are, in most cases, heavily dependent on volunteers.
- #21 @Peter
- #22 Perceived Chapter Effectiveness: The CRP Perspective When asked to rate the effectiveness of their chapters on a 5-point scale from “not at all” to “extremely effective,” CRPs gave their chapters the highest grade on giving our brand a local presence (3 .5 ), followed closely by providing volunteer opportunities (3.3), extending service to members who can’t attend national events (3.2), and increasing overall member value (3.1). The average of all ‘grades’ was 2.9, which barely gives chapters a passing grade. As few associations see chapters as prime revenue generators, we can eliminate that score and still only move chapters into the “C” range. Notably, driving membership growth also scored poorly (2.6).
- #23 Perceived Chapter Effectiveness: The CRP Perspective When asked to rate the effectiveness of their chapters on a 5-point scale from “not at all” to “extremely effective,” CRPs gave their chapters the highest grade on giving our brand a local presence (3 .5 ), followed closely by providing volunteer opportunities (3.3), extending service to members who can’t attend national events (3.2), and increasing overall member value (3.1). The average of all ‘grades’ was 2.9, which barely gives chapters a passing grade. As few associations see chapters as prime revenue generators, we can eliminate that score and still only move chapters into the “C” range. Notably, driving membership growth also scored poorly (2.6).
- #24 problems - the problems they see most often in low-performing chapters, they put leadership succession issues at the top of the list, a challenge that links directly to a lack of qualified volunteers. Lack of volunteers and the consequent volunteer burnout have been persistent themes in our CRP discussion groups, with clients, and in association discussion forums. Low-performing chapters When we asked CRPs about the most frequently recurring problems in low-performing chapters, leadership succession challenges top the list, an issue that links directly to a lack of qualified volunteers. Lack of volunteers and the consequent volunteer burnout have been persistent themes in our CRP discussion groups, conversations with clients, and association discussion forums. As we noted in the introduction, chapters that thrived in the last two years were overwhelmingly characterized by strong leadership, which only happens when the association has a deep volunteer pool fed by a consistent and vibrant volunteer pipeline. And conversely, poor leadership invariably results in limited programming and loss of members.
- #25 Low-performing chapters When we asked CRPs about the most frequently recurring problems in low-performing chapters, leadership succession challenges top the list, an issue that links directly to a lack of qualified volunteers. Lack of volunteers and the consequent volunteer burnout have been persistent themes in our CRP discussion groups, conversations with clients, and association discussion forums. As we noted in the introduction, chapters that thrived in the last two years were overwhelmingly characterized by strong leadership, which only happens when the association has a deep volunteer pool fed by a consistent and vibrant volunteer pipeline. And conversely, poor leadership invariably results in limited programming and loss of members.
- #26 How are associations supporting chapters
- #27 What CRPs said they are doing for chapters Services Provided to Chapters The four most common services or support provided to chapters were: Database management Dues collection Start-up kits Dues invoicing Relatively few associations provide event logistical support (planning and registration), or financial or tax services—all areas that routinely challenge volunteer-led chapters.
- #29 Developmental Resources for Chapter Leaders The three most popular chapter leader training resources are the same as in 2019: Web portal containing a variety of materials accessible around the clock Webinars Chapter leadership conference Associations are also tapping their learning management systems (LMS) slightly more for chapter training: 24% reported this as a training mode compared to 21% last time.
- #31 When we looked at the impact of developmental resources (web portals, training programs, etc.) on chapter performance and perceived effectiveness, we found that these chapter leader resources delivered a very positive impact on association/chapter relationship elements, such as risk mitigation and alignment, but decreasing returns on critical performance metrics, such as increasing member value. On the surface, everyone seems to get along well, but chapters are not doing a good enough job serving the member.
- #33 When we looked at the impact of developmental resources (web portals, training programs, etc.) on chapter performance and perceived effectiveness, we found that these chapter leader resources delivered a very positive impact on association/chapter relationship elements, such as risk mitigation and alignment, but decreasing returns on critical performance metrics, such as increasing member value. On the surface, everyone seems to get along well, but chapters are not doing a good enough job serving the member.
- #34 Conversation Starters: In what areas do we wish chapters would shine the brightest? In what areas do chapter leaders think their chapters should shine the brightest? How do their desires align with reality? Where does our vision for chapters and the chapters’ vision align and not align? Has the perceived effectiveness of chapters changed during the pandemic? Considering the continuing flux and uncertainty, how might chapter effectiveness change in the future? What has to change to make them more effective? What percentage of members are volunteering at their chapters? Have chapters adopted microvolunteering? Why aren’t more members interested in taking on chapter leadership roles? Imagine being a member of a local chapter: what would prevent us from stepping into leadership? How can we eliminate these barriers? How can we alleviate the administrative burden of chapter leadership? How can we make the chapter leadership experience more enticing? Is the current chapter governance model sustainable? Do chapters really need a traditional board? How might the governance model shift so chapter leadership doesn’t involve such a heavy commitment of time?
- #35 State of Chapters – key highlights From the CRP – operational view
- #39 State of Chapters – key highlights From the CL – ground view 710 chapter leaders from 471 chapters representing seven associations took part in this survey.
- #40 What CL said they got from associations & what they need Conversely, there was far more agreement that their chapter “is a partner with HQ” (4.1) and that their leaders “trust HQ” (4.2). HQ Resources. When asked about the importance of resources provided by HQ, respondents rated developmental resources (3.9 on a 5-point scale) slightly higher than functional resources (3.5)—see the charts below.
- #41 What CL said they got from associations & what they need Conversely, there was far more agreement that their chapter “is a partner with HQ” (4.1) and that their leaders “trust HQ” (4.2). HQ Resources. When asked about the importance of resources provided by HQ, respondents rated developmental resources (3.9 on a 5-point scale) slightly higher than functional resources (3.5)—see the charts below.
- #42 Member Services Respondents reported a higher satisfaction with their chapter’s ability to deliver high quality educational/technical programs (3.6 on a 5-point scale) and somewhat less satisfaction with its ability to provide sufficient networking for area professionals.
- #43 Member Engagement As expected, respondents reported 10% of their chapter members as highly engaged (serving on a committee/board), 33% somewhat/marginally engaged (attend a few meetings per year), and 47% unengaged. This distribution shows up consistently in our assessments of chapter systems and in discussions with association staff. Again, we see a significant opportunity to deepen engagement among members by introducing more inclusive and accessible volunteering and participation options. the shortage of qualified volunteers remains the overwhelming limiting factor for chapter leaders (65%). This parallels the low satisfaction with their chapters’ ability to find and develop new volunteers.
- #44 Current Board. Also, as expected, only 21% of respondents reported all board seats filled with volunteers waiting in the wings. Over half consistently struggle to fill leadership seats, another reason to re-examine the volunteer system. This challenge was reflected in respondents’ dissatisfaction with their ability to find and develop new volunteers (2.7 on a 5-point scale) as well as the high percentage (65%) who considered the lack of qualified volunteers a significant issue. In our experience, chapters regularly attempt to fill roles that have no meaningful purpose or whose scope and/or required commitment far exceeds the capacity or interest of most volunteers—again, reinforcing the call for more inclusive and accessible volunteer and participation options for members. Recent research for the ASAE Foundation also suggests an increase in volunteer intolerance of traditional roles and a growing demand for more flexible and meaningful work, a trend we expect will continue for the foreseeable future.
- #45 Relationship with HQ. Overall, the respondents reported a very strong (49%) or at least fairly good (43%) relationship with HQ. Only 1% suggested a dysfunctional relationship. When queried, few agreed their chapter “should be independent from HQ” (1.9 on a 5-point scale) or is a “competitor with HQ” (2.0). Conversely, there was far more agreement that their chapter “is a partner with HQ” (4.1) and that their leaders “trust HQ” (4.2). Most also agreed that their chapter is “run by effective leaders” (4.4) and “should be a high priority for HQ” (4.5).
- #47 State of Chapters – key highlights
- #48 Important Role Both CEOs and chapter leaders concurred on the important role of chapters as a local resource channel (CEOs – 3.4) and the ability to deliver high-quality educational/technical programs (chapter leaders – 3.6). Since many board members come up through the chapter leadership channel, it’s no surprise CEOs would conclude that board members hold chapters in high esteem, believing chapters deliver local connections and member engagement (86%), should be considered “essential to our success” (72%), and should be served by HQ (68%). Only 5% of CEOs agreed that chapters “have a broad perspective and tend to get the big picture” while, conversely, chapter leaders generally agreed their “chapter has a broad perspective and gets the big picture.”
- #49 Impact – What Chapters Accomplish On the perceived impact of chapters, we found relatively high agreement among CEOs that their chapters are “often too small to succeed but too large to fail” and low agreement that chapters “deliver the bulk of our value to our members” (fig 3). This less than enthusiastic view is reaffirmed in the 2.8 score (on a 5-point scale) given by CEOs when asked if their chapters are worth the organizational effort and resources devoted to them (fig 2).
- #50 Members Perception As one CEO remarked during a roundtable discussion, “One-third of our members love the chapters, one-third hate the chapters, and one-third ask, ‘What’s a chapter?’”
- #51 Not sure what happened with this slide...is there supposed to be a 3 or not? Is "the real lesson" supposed to be way to the right? Are chapters worth the effort CEO – less than passing grade; only 30% unqualified absolutely This question continues to stump the association community. Only 30% of CEOs offered an unqualified “absolutely” when asked if chapters are worth the effort and organizational resources devoted to them. The answers of the remaining 70% ranged from “probably” to “absolutely not” with an average score of 2.8 on a 5-point scale, a less than passing grade. CRPs gave an only slightly better score of 2.9 for overall effectiveness. Agreement on CRPs and CEOs that associations need local presence for networking, education & advocacy … yet without data, both struggle to confidently affirm the quality and value of what’s in the funnel In our qualitative research, CEOs and CRPs agreed their associations need a local presence for networking, education, and advocacy. Yet, without data, CEOs and CRPs struggle to confidently affirm the quality and value of chapter performance in these areas. Given the extensive range of programs and services offered by associations to support their chapters, it would seem associations need a more effective chapter data management system, one that provides a reliable measure of member value and engagement in chapter programs. Message to CRPs and CEO: Uncertainty driven by fuzzy metrics due to persistent lack of valid chapter performance data Based on the CEO and CRP surveys, roundtables, and focus groups, the uncertainty likely derives from fuzzy metrics caused by the persistent lack of valid chapter performance data. Only 22% of associations surveyed reported having direct access to a full range of chapter data while 39% reported no access at all. Most associations rely on chapter-reported or anecdotal information which, on our close inspection, is usually incomplete and/or inaccurate in far too many cases.
- #52 Impact – What Chapters Accomplish On the perceived impact of chapters, we found relatively high agreement among CEOs that their chapters are “often too small to succeed but too large to fail” and low agreement that chapters “deliver the bulk of our value to our members” (fig 3). This less than enthusiastic view is reaffirmed in the 2.8 score (on a 5-point scale) given by CEOs when asked if their chapters are worth the organizational effort and resources devoted to them (fig 2).
- #53 Lessons Learned
- #54 Lessons Learned Big one: lack of data Given the extensive range of programs and services that associations offer in support of their chapters based of the data collected, it would seem a more effective data management system is needed for chapters, one that provides a reliable measure of member value and engagement in chapter programs. associations need a local presence for networking, education, and advocacy; yet, without data, CEOs and CRPs struggle to confidently affirm the quality and value of chapter performance in these areas. Given the extensive range of programs and services that associations offer in support of their chapters based of the data collected, it would seem a more effective data management system is needed for chapters, one that provides a reliable measure of member value and engagement in chapter programs. No obvious positive correlation between headquarters support and consequent chapter effectiveness—sadly, more HQ support did not seem to produce better chapter performance. This persistent ambiguity should be a red flag to associations when considering allocation of scarce resources. Given chapter leaders’ limited time and inevitable turnover, associations should consider allocating more resources to technology which shores up the operational functions of their chapters. Volunteer leaders could then focus their limited time and energy on program design, member service, and strategic planning. This seems to say the same as the bullet above
- #55 Chat 60 seconds of silence – Take a moment to reflect on the last 90 minutes Where do you go from here? What's your next step? Take a minute to think. What is the first thing you need to do? Write it down. Put a date to accomplish it by. Make sure it’s SMART. No lofty “revamp our volunteer strategy”…make it something actionable like “call 3 volunteers in the next 30 days and check-in/ask how I could better support them.”
- #57 Join us tomorrow: let’s look at preparing for the future and tapping into the power of dashboard to be successful
- #58 Billhighway Software like Billhighway allows for a healthy balance of association visibility and chapter autonomy. You can see chapter performance data in real time—no nagging required. For example, with Billhighway, you can see the: Full financial picture of chapters Insight into member data Number of events chapters are hosting Types of events they’re hosting Percentage of members attending Percentage of non-members attending Mariner We are all about optimizing your local presence, whether it’s the traditional chapter or something else. We help you empower volunteers, improve the member experience, answer tough questions about components.
- #59 @PEGGY You’ll be directed to a post-event survey – please fill it out and tell us what you thought of today’s session! We’ll be sending out the recordings and CAE credits next week. Proposed Survey Questions: 1-5 How much did you enjoy the workshop? What was your biggest take-away from today? What would you change about today? What other topics do you want to hear about? Are you interested in any services provided by today's speakers/hosts? (check all that apply) Billhighway Mariner
- #60 Any questions? Thank you! See you tomorrow!