Revamping Chapter Structures & Processes

Editor's Notes

• #2: Change is difficult though so there are a number of ways to approach it from small incremental changes to pull the band aid off. We’ll look at what types of changes associations can/should consider and share a few roadmaps for getting started on the road to change.
• #3: Let’s record - Yes, we’re recording this webinar! We’ll share the slide deck, chat & recording in a follow-up email Attending live earns you 1 CAE credit Please fill out our post-webinar survey
• #4: Let’s Meet the Team – This webinar is brought to you by the fab partnership of Billhighway & Mariner Management! In fact this topic comes out of our work. You may think you are buying a tech solution from BH or a chapter solution from MM but you are also bringing in change management.  @Billhighway – Chapter Performance 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. 
• #5: In Benchmarking Report, 1/3 (37%) said they made a substantial change and more than 1/3 (37%) said they expected to make changes.  Our latest survey shows even more change afoot: 50% have a change in process in their chapter structure and 39.2% in a chapter process while 11% have made the change. 
• #6: POLL: What are we changing?  Processes Policies Centralization of operations Consolidation Governance models Shift from geographic to interest/issue/discipline Structures Affiliation Agreements Other POLL: Why are we changing? Inactive chapters or SIGs Address expressed chapter/SIG challenges Lagging ROI Mismatch with strategic priorities Change in why we have member communities Other
• #7: Reno, Remodel or Rebuild? In housing speak, a renovation focuses more on restoring something old into good repair essentially retaining its purpose, a remodel changes the form, design and functionality, and new build starts from scratch and asks fundamental why and how questions.  We’re going beyond building out basic supports (resource portals, templates, tools, training, individual tech). Let’s look at a few examples. 
• #8: In housing speak, a renovation focuses more on restoring something old into good repair essentially retaining its purpose.
• #9: Solution: Reno aka Centralizing administration Goal: Gain efficiencies in operations to reduce operating costs and reduce the admin burden on volunteers or minimally staffed chapters. Concept: RIMS wanted to help chapters get rid of their siloed systems by offering an efficient chapter-in-a-box solution that provides the member data chapters need in real time.  Bonus: alignment in brand and processes which positively impact member experience, improved data Case Study: BH Client – RIMS, the risk management society https://www.billhighway.co/transforming-volunteer-leadership-how-rims-billhighway-empower-chapters/ Leslie Whittet, Chief Membership Experience Officer at RIMS Annette Homan, Chief Operating Officer at RIMS RIMS goals Help chapters end their reliance on inefficient and siloed systems Volunteer leaders had the best intentions when choosing technology to manage chapter operations. But they ended up with a mix of siloed systems: QuickBooks, PayPal, online banking, databases, event registration platforms, and websites. None of these chapter systems talked with each other or with RIMS’ association management system (AMS). Drastically reduce the time chapter leaders spend on administration and finances Chapter leaders had to manually update their databases with the monthly membership list from RIMS, so member data was never current. New chapter members weren’t always recognized until the monthly list arrived. In many chapters, the event registration system couldn’t distinguish members from non-members, so everyone paid the same rate. Eliminate the risk of intentional and unintentional chapter fraud Annette remembers one chapter treasurer who lost their job and access to their work computer where chapter data was stored. Gain valuable insight into member engagement and chapter performance RIMS had very limited visibility into how members engaged at the chapter level and how effectively chapters served members.  The Billhighway Chapter-in-a-Box Solution “The reception to Billhighway has been phenomenal,” said Annette, Chief Operating Officer at RIMS. “Start with the chapters who complain the most about everything they have to do. Make it easy for them via Billhighway, and they will become your biggest advocates.” An all-inclusive, automated system takes care of chapter administrative and financial tasks With chapter-in-a-box software, chapters have access to real-time member data, which allows them to generate more revenue from non-members and convert more of them to member status. Billhighway’s automation handles all their time-consuming tasks, such as bank reconciliations, journal entries, and backup. By taking these administrative chores, including data entry, off their plate, Billhighway makes the chapter leader’s job much easier and less time consuming so they can spend less time on admin and more time on serving members.  “With Billhighway, chapter leaders have everything they need in one place to run a chapter,” said Annette. “It integrates with our AMS so chapters have access to real-time membership data. Plus, all member and non-member chapter engagement data is visible to us at HQ.” - Annette Homan, Chief Operating Officer at RIMS  Chapter leaders switch their focus to membership value delivery Recruiting chapter leaders becomes easier “With Billhighway easing their workload, it’s easier than ever to recruit volunteers and officers because leadership stops being such an onerous task,” said Leslie. RIMS standardizes chapters’ financial operations and eliminates the risk of fraud The RIMS team are eager for chapters to adopt Billhighway’s standard operating procedures (SOPs). They no longer have to worry about SOPs residing only in a volunteer’s head or work computer. RIMS gains insight into member engagement and chapter performance “We never received data like this before,” said Annette. “We now have insight into what people are doing, not just on the Society level but also on the chapter level. Instead of nagging chapters for reports, we can spot at-risk chapters, share best practices, and help them all improve performance.”  Billhighway helps RIMS improve their relationship with chapters “Billhighway brings the organization together as one. It helps us build trust with chapters as we’re reviewing data and making decisions together—all rowing in the same direction.”RIMS isn’t the only organization to see their relationship with components transformed thanks to the help of Billhighway. Contact Mark Prevost to learn how Billhighway can help solve your component and volunteer leadership challenges.  SWE Case Study - https://www.billhighway.co/the-society-of-women-engineers-strengthens-its-support-of-global-and-domestic-components-with-billhighway/
• #10: Solution: Reno aka Flattening oversight structure Goal: get global staff closer to the chapter; create more support at regional level Bonus: able to adjust training, create new volunteer pathway and address hijacking SUSAN MOSEDALE ASIS ASISONLINE.ORG   The governance model for our chapters has changed in Europe and North America and soon Latin America Caribbean and Asia Pacific Oceania with the advent of regional boards and flattening of the regional oversight structure.   Issue was seeing chapters hijacked by member or being down to 5 because we (national) was too far removed … really 3 layers of volunteers - Asst regional, regional VP, SVP; staff gets to the volunteer leader when others don’t respond. This matched the overall hierarchal structure - our members are largely military & law enforcement.   Overall flattening governance; continued transition to a global governance structure that allows ASIS to better serve its members at the local, regional, and global levels.   Regional board in Europe and North America and soon Latin America Caribbean and Asia Pacific Oceania. Each has committees that focus on one of 4 areas: membership, chapter chr/vp, finance & BD (in Europe finance & governance), learning & events; these become resources for the chapters in the region as well as a volunteer level for cultivating volunteers. Ex: NA Regional board 12 people > 120 chapters   Additional changes: Training & development was focused on the “chair” and now looking to decentralize training across chapter operations to cultivate leaders in major position. Put in term limits after we ran a report chair more than 5 yrs - this is your last yr. Testing a smaller or chapter lite in some places (think hub and spoke) which let’s us right-size the volunteer role.   Why? Fighting for relevance and we need regional to be aligned but we’re open for flex. What we do know if the chapter doesn’t have good leadership no prayer so changed focus on how we talk with, support & develop volunteers If chapter doesn’t stay connected, they don’t stay connected with ASIS even though they have to join through national. We believe in chapters and this is to support the grassroots in real way. But we also know that with different age groups and not coming in through security and law enforcement - build value at 3 levels.
• #11: Remodel changes the form, design and functionality.
• #12: Solution: Remodel aka Adding Options Goal: Meet the needs of different communities by offering more than one chapter model Bonus: Open the door for more substantive change over time by introducing members to options Case Study: ASA REMODEL Haley Jones, American Staffing Association https://americanstaffing.net/asa-chapters/ Changed chapter structure & SIG structure   Offers the story of remodel in phases, through not initially intended. In 2019, introduced a second geographical option as an alternative to their affiliate model: State Network launched in 2019 with the intent to have in-person networking events and a virtual event here and there, as well as 2 regional conferences. State Networks - used to be chapters, lack of funds and volunteers crumbled so brought them in house as regl councils. All in person until COVID. This model was supported by staff, who assisted in all areas. Grounded in the fact that a singular success element was having staff and these groups didn’t. They were not independent, weren’t held to the affiliation chapter requirements.   COVID: Tried virtual with them. From a 50% no show to 75% no show. Everything off sponsor dollars; had budget for $5000 ea but need sponsor. Post COVID: tried in-person, but all we heard is there a virtual option? One went over limit (HH) but we weren’t there to control. no one wanted to be in-person and the councils weren't even engaged.   Have 6 industry segments so switched to having them be lead. Still do 3 section calls so all get one call every other month. Launched owners peer groups and IDEI (very active), Women in Leadership - gave birth to Thrive. From under 50 to now 900 and 225 in the room.   We switched to focus on virtual networking for our six industry sectors. We also added role-specific or topic-specific networking calls. It has proven to be extremely successful. We now offer more than 200 FREE virtual 1-hour networking opportunities for our members per year.  
• #13: MARTHA HUCKABY MGMA www.mgma.org Chapter structure & process changed & in progress   Change 1: all to offer (not require so LMOs, NO still available) dual membership for individuals however its more about marketing though data says its about renewal and for chapters about acquisition. Was piloted in 3 ys ago with 6, now 18 (of 44) and soon all in program; dual so both take 12.5% off and MGMA collects, process and distributes no admin fee. Results: Retention rate for both is amazing and states get more new members.   Change 2: Creating a chapter add-on. Basically to assist struggling (fading, dying) affiliates, established a model for becoming subsidiaries of MGMA which takes over financial/operational. Current system - fully independent under affiliation agreement with non-contingent membership model; offers individual and organizational memberships. Chapter triggered by failing to meeting newly established KPIs by YE23.   Established State matrix, requested financial documents and created kpis: Financial stability - per ASAE ttl revenue / expendable funds over ttl exp ratio against benchmark Membership retention - based on marketing general Membership growth -- if reported any new members Member engagement -- provided the required benefits that each state provides (e.g., 12 hr interactive edu)   Out of 100 pts - scorecard Under 64 pts - red state because had serious concerns, usually big concern 65-85 yellow state Above 85 -- green; Many green because they had reserve   Catalyst - we’re losing states. Coming to us 11th hour, we can’t get into our bank account, don’t know where leaders went, about to close doors. We didn’t have a good handle and could only see from afar. Hadn’t reqd financial info in past. So, we wanted to make dual mandatory - no downside, members can still choose local or national or dual.   Change 3: We changed conference model, which feels threatening as states feel less oppty for non-dues revenue. The idea is to have MGMA regional conferences be more of a partnership oppty for state with revenue sharing on registrations, but no requirement for sponsor or exhibitors.
• #14: New build starts from scratch and asks fundamental why and how questions.
• #15: Solution: Rebuild aka it’s a new model Goal: Build a model based on a clarified purpose tied to the organization’s strategic priorities Bonus: Create new pathways for member engagement an volunteering Case Study: MHI-WERC, also see ADCES REBUILD JoAnna Leon, MHI-WERC https://werc.org/ Change in progress: chapter structure & process   Current: 10 WERCouncils – regional chapters Integrated membership   We are making a complete overhaul in the way our chapters look and how they operate: a tear them down and build them back up approach.   New Model: Chapter Leadership Council that oversees all 10 regions with a focus on getting at least one volunteer in each state (branches) to act as host for facility tours and networking events. Tapping national programming committee and national staff.   Go back 3 years, 2020 WERC is acquired by MHI, the nation’s largest material handling, logistics, and supply chain association and becomes a division of MHI. Shut them down we were acquired; are a line item on the chapter budget; some had money which shows, others not. I was given $25k to support councils that didn’t have resources to put on events. COVID all went to sleep and while intent to re-open, no volunteer energy. So the big change is happening organically because of COVID & the acquisition is the “cover”.   We knew that trying to rebuild same way post COVID we’ll put more staff resources in and it won’t work … so need to do something different. Idea came from IAAP. Lightbulb at ASAE.   Goal – bringing education & engagement opportunities closer to home without heavy lift by volunteers; continue to streamline the planning, operations etc.   Goal -- 4 regional education & 6 facility tours so something is every region. We do the planning & was handling a lot anyway so continuing not an issue. Did a heat map – where the people are in US and Canda … work with highest and work down. 4 highest population regions get ed, the rest a facility tour; flip next year and get on a rotation. As regl start of building back up they can form a subcommittee of the leadership council to plan more events in the areas.   Shifted the education programming decisions/planning to the org main edu committee and it will remain there. For the 1st year, we get so many responses to the call for session proposals so ask them to choose some for chapter events. After June conf, we’ll take 3 highest ratings and road show; bundle into a half-day as another education offering in addition to the 4 planned.   Leaving option for as each Chapter moves from beginner stage to healthy stage they can then request to operate on their own again. Leaving the Chapter Leadership Council to eventually act in an advisory capacity to all chapters. The Leadership Council will also be responsible for planning 4-5 educational events that will rotate through the chapter regions each year leaving the branches to focus on networking.   Expected to go back to normal … surprised that people don’t get that it’s won’t happen. No time to volunteer because members are short-staffed. We even have focused at annual meeting on the tribal knowledge sharing – this is how you transition, how you capture their knowledge. Mentality has been just watch and learn; not going to work.   crawl, walk, run phase. Year 3 goal one person for every region; need to rebuild a succession plan.   Funding – Right now it’s an investment so don’t have to profit; can offset in year one; look to make $$. So every region powered by MHI. Up until this year, self-supporting – not meant to make or lose. $25k budget to support some. Strategic Directive: we’ll put money into WERC … budget every year and then one where if $$ wasn’t an issue. I’m a team of 1! And what would it look like to hire another … chapter role, membership role, admin role. Told EC will get 3 positions.
• #16: Generic Roadmap Identify the why and the relevant metrics which confirm impact Assess the program against the why Gather voices Tap data Go deeper - use the reflection questions Create the business case Charge a design team Test the concept - in dialog, in pilot Build a blueprint for implementation Take the first step
• #17: POLL The Role of Stakeholders Id the stakeholders and then answer how should they be engaged. Think about should they engage on necessary or preferred requirements for the new system how it should be designed how it should be rolled out and integrated training methods and plans customer and employee feedback potential obstacles or risks
• #18: If you're looking at fixing your broken chapters or simply finding a way to maximize your chapters, consider these questions:   Ask these questions of staff: What are you offering to members? Where are these provided—locally, nationally? Where are they most effectively (and efficiently) provided (locally versus nationally)? Where are chapters producing measurable value? What is a less restrictive structure needed to deliver those services locally? How do we measure success? How are measuring up? Are we training, recognizing, and rewarding based on those measures of success?   Additional reflection questions to go deeper: Looking at your mission and goals, is there a relevant role that chapters uniquely serve? Where is the opportunity for the association in having chapters? As brand-extenders? As incubators for new products, new business lines, new strategies? As new avenues and types of member engagement? As new marketing strategies? As new governing strategies? If you could net the same results from forging collaborations or partnerships rather than chapters, which would you choose? How can your association assess the “business opportunity” in having chapters? Self-forming groups abound (e.g., LinkedIn, Google Groups, Meet-Up, giving circles), Chapter Lite (e.g., ASID), teams, local networking groups (e.g., book clubs, travel clubs, Chat, Chew, Chocolate), corporate model (e.g., Starbucks, franchises) abound … are these formats possibilities for your association? What do your members need to form communities? What are the make-or-break elements for their success? If you were to build a member community from scratch, what would the new model look like?
• #19: If you're looking at fixing your broken chapters or simply finding a way to maximize your chapters, consider these questions:   Ask these questions of staff: What are you offering to members? Where are these provided—locally, nationally? Where are they most effectively (and efficiently) provided (locally versus nationally)? Where are chapters producing measurable value? What is a less restrictive structure needed to deliver those services locally? How do we measure success? How are measuring up? Are we training, recognizing, and rewarding based on those measures of success?   Additional reflection questions to go deeper: Looking at your mission and goals, is there a relevant role that chapters uniquely serve? Where is the opportunity for the association in having chapters? As brand-extenders? As incubators for new products, new business lines, new strategies? As new avenues and types of member engagement? As new marketing strategies? As new governing strategies? If you could net the same results from forging collaborations or partnerships rather than chapters, which would you choose? How can your association assess the “business opportunity” in having chapters? Self-forming groups abound (e.g., LinkedIn, Google Groups, Meet-Up, giving circles), Chapter Lite (e.g., ASID), teams, local networking groups (e.g., book clubs, travel clubs, Chat, Chew, Chocolate), corporate model (e.g., Starbucks, franchises) abound … are these formats possibilities for your association? What do your members need to form communities? What are the make-or-break elements for their success? If you were to build a member community from scratch, what would the new model look like?
• #20: If you're looking at fixing your broken chapters or simply finding a way to maximize your chapters, consider these questions:   Additional reflection questions to go deeper: Looking at your mission and goals, is there a relevant role that chapters uniquely serve? Where is the opportunity for the association in having chapters? As brand-extenders? As incubators for new products, new business lines, new strategies? As new avenues and types of member engagement? As new marketing strategies? As new governing strategies? If you could net the same results from forging collaborations or partnerships rather than chapters, which would you choose?
• #21: Deep reflective questions (continued)… How can your association assess the “business opportunity” in having chapters? Self-forming groups abound (e.g., LinkedIn, Google Groups, Meet-Up, giving circles), Chapter Lite (e.g., ASID), teams, local networking groups (e.g., book clubs, travel clubs, Chat, Chew, Chocolate), corporate model (e.g., Starbucks, franchises) abound … are these formats possibilities for your association? What do your members need to form communities? What are the make-or-break elements for their success? If you were to build a member community from scratch, what would the new model look like?
• #22: We can’t cover it all here however you do have resources – future models paper, chapter of the future white paper  https://marinermanagement.com/wp-content/uploads/2018/11/The-Evolution-of-the-Chapter-10_2017.pdf https://marinermanagement.com/wp-content/uploads/2015/05/chptofthefuture15.pdf
• #23: The Billhighway CRP Roundtables are back! If you’re in the DC/VA area, join us for a free lunch. These events are for anyone who wants the knowledge and benefits of group discussions with fellow professionals from associations with chapters, components, sections, branches, or state affiliates. These events are low-key and designed for busy professionals like you. They are peer-driven jam-sessions, not lectures. You’ll leave with actionable ideas, insights, and inspirations you can put to work right away. Hope to see you in October >> https://www.billhighway.co/events/category/chapter-roundtable/
• #24: Join us for our October & November Webinars Share registration links. https://www.billhighway.co/event/beyond-borders-uniting-chapter-communications/ https://www.billhighway.co/event/everything-you-need-to-know-about-chatgpt-the-hottest-and-scariest-technology-of-2023/
• #25: 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.
• #26: Any questions? Thank you!