Chapter Dashboards – Part 1: What’s Measured is Real
Denunciar
Compartilhar
•1 gostou•579 visualizações
![When done right, the chapter experience can be one of the
biggest drivers of member retention. ARMA members named
their chapter engagement as their top benefit on member-
satisfaction surveys, [Trevor] Mitchell said. “If we’re investing in
them, it increases our national retention rate and growth rate.”
"What gets
measured, gets
managed."
Peter Drucker](https://image.slidesharecdn.com/whatsmeasuredisrealwebinar1-161102154514/75/chapter-dashboards-part-1-whats-measured-is-real-8-2048.jpg?cb=1669769171)
Chapter Dashboards – Part 1: What’s Measured is Real
•1 gostou•579 visualizações
Denunciar
Compartilhar
Baixar para ler offline
Recording available here: https://youtu.be/2_KGW-_6sos In Part 1, we’ll discuss: - Process for identifying key metrics – what should your chapters be focusing on? - What are the top metrics to track? - Internal communication and buy-in for dashboards
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados(20)
![[Webinar] March Madness: Ask a Chapter Expert](https://cdn.slidesharecdn.com/ss_thumbnails/marchmadness-askachapterexpertwebinar-190329164604-thumbnail.jpg?width=768&fit=bounds)
Destaque
Destaque(13)
Similar a Chapter Dashboards – Part 1: What’s Measured is Real
Similar a Chapter Dashboards – Part 1: What’s Measured is Real(20)
Mais de Billhighway
Mais de Billhighway(20)
Último
Último(20)
Chapter Dashboards – Part 1: What’s Measured is Real
- 1. Chapter Dashboards – Part 1: What’s Measured is Real
- 2. What’s Measured is Real Aligning your organization Engage to create Setting KPIs Part 1 Series Overview Gather, Rather Than Hunt For Your Data How to find the data Data Utilization How to Share & Leverage Data Putting your data to use Keeping cadence Part 2 Part 3
- 3. Today’s Learning Objectives Identify Key Metrics Process for identifying key metrics – what should your chapters be focusing on? Tracking Metrics What are the top metrics to track? Communication & Buy-In Internal communication and buy-in for dashboards
- 4. Kyle Bazzy Director of Growth Proud Detroiter Billhighway Technology that solves real problems exclusively for component-based organizations Founded in 1999 Why Are We Qualified?
- 5. 01 Project buy-in from HQ & Chapters 02 Budget allocation 03 Best Practices04 Incentives & support Why Dashboards?
- 7. 0 Increased Retention Increased Membership 2x Doubled Membership in 4 States $300k Increased Sponsorship Revenue 38%24% $70k Increase Product Sales Presentation | Recording Imagine This…
- 8. When done right, the chapter experience can be one of the biggest drivers of member retention. ARMA members named their chapter engagement as their top benefit on member- satisfaction surveys, [Trevor] Mitchell said. “If we’re investing in them, it increases our national retention rate and growth rate.” "What gets measured, gets managed." Peter Drucker
- 9. 18% What are the strategic objectives at HQ? 1. Start with chapters 2. Be genuine 3. Be present I. Aligning Your Organization 01 What are your chapter’s strategic objectives? (if different) Question: 02 What does leadership value? What are they measuring? What are they investing in? What support do they want from HQ?
- 10. 18% Strategic Objective Example: Increase engagement of membership Outcome: Finding new ways to provide additional support to chapters of respondents said that chapter/local peer networking is their primary reason for belonging to FEI 86%
- 11. Have you sat down with your board or leadership to determine your KPIs? Poll Question #1
- 12. II. Engage to Create How did Dresden start tracking? Face-to-face, two-way communication w/ leaders Held chapters to standards & rewrote bylaws
- 13. Use Data to Tell a Story…
- 15. Best Practices Support & Incentivize Identify & Replicate
- 16. What are the top metrics you measure, if any? Poll Question #2
- 17. Typically should fall under: Membership Financial Activity Perceptions http://www.marinermanagement.com/resources/slide-deck/2013-12- 13/driving-association-components-success-with-dashboards Accessible Understandable Actionable III. Setting KPIs Interpretation
- 19. Leading KPIs Typically “output” oriented Easy to measure, but hard to improve or influence Allows you to track how things are going Precursor to direction of something/related to staff/volunteer activities Can change quickly Leading vs. Lagging KPIs Lagging KPIs Typically input oriented Hard to measure and easy to influence Backward-focused or “trailing” Typically financial indicators such as revenue, profit, cost
- 20. Chapter % Total % chapter revenue vs. overall Age YOY Average age of your members YOY Turnover New member turnover Top Metrics We See http://www2.billhighway.com/l/13992/2016-07- 08/53wykk/13992/174650/Chapter_Dashboard_v3.pdf Membership Total membership count Contact Reasons for contact Category Revenue by product category A/R Aging A/R aging by chapter & overall
- 21. Dashboard Examples New Relic (formerly Ducksboard) Tableau Domo iDashboards BroadPoint Klipfolio
- 25. http://www.inverra.com/our-demos/10022/convention-visitors-association-dashboard-demo-10022.html
- 27. Lessons Learned 01 Know what is important to your organization 02 Strategic alignment & communication 03 Tackle 2-3 KPIs to start…04 Low hanging fruit Top 10% & bottom 10%05
- 28. Q&A – Ask Away!
- 29. Date: Wednesday, November 9th Time: 12:00-12:45 pm E.S.T. Learning Objectives: • Provide tools and process for identifying status of current data processes • Understanding what steps you can take to improve the data gathering process • What tools are organizations using (And what’s better than Excel…) http://www2.billhighway.com/l/13992/2016-10-31/5g838c Chapter Dashboards – Part 2: Gather, rather than hunt for your data What’s Up Next? Chapter Dashboards – Part 3: Data Utilization – How to share & leverage your data Date: Wednesday, November 16th Time: 12:00-12:45 pm E.S.T. Learning Objectives: • Understand and reflect on how data is shared in your organization • How data is used to make decisions in your organization • What data do you already have that would be valuable to yourself or other decision makers? http://www2.billhighway.com/l/13992/2016-10-31/5g838f
- 30. • ASAE/Associations Now • Component Relations • Governance Structure • The State of Association Chapters • Mariner Management • Driving Component Success with Performance Dashboards • Chapter Performance Dashboards • Tech Tools for Chapters • Marketing General Inc. • http://www.marketinggeneral.com/knowledge-bank/ • People Power Unlimited • http://www.peoplepowerunlimited.com/ • Active Chapter Video Series • Association Success • Transform Culture • Books: • Transformational Governance: How Boards Achieve Extraordinary Change • Component Relations Handbook: A Guide to Successfully Managing and Motivating Chapters, Affiliates, and other Member Groups • Membership Essentials: Recruitment, Retention, Roles, Responsibilities, and Resources, 2nd Edition • What Makes High-Performing Boards • Whitepapers • The Association EXEC's Guide to Improving Organizational Performance Additional Resources
- 31. Knowledge Share Session Chat about a chapter project, initiative or challenge that you have on your plate. Even if it’s just to bounce some ideas around or hear what we’ve seen other use. http://www.billhighway.co/expert-chat/ Additional Resources
Notas do Editor
- Kyle: Share Slide Share link in chat
- Have a lot of new faces, enter in the chat box where you heard about the webinar?
- i. Information is easy to read and digest – visual ii. Communication Tool = Facilitator to build stronger, more collaborative relationships between national organizations and their chapters (conversations = data-driven & more constructive) iii. Standardized process for gathering and analyzing data iv. Visibility into the health of the organization (plug for next week’s webinar of how to gather data)
- http://www.marinermanagement.com/files/docs/chapter_performance_dashboard_-_sample_0.pdf
- Use Dresden as an example of her ability to start measuring & tracking results produced HQ buy-in and then eventually approved budget – after that she was able to increase her initiatives Note that Dresden started with $0 budget How did she start tracking? She met with her chapters leaders face-to-face, held them to standards, rewrote bylaws, opened 2 way communication – everybody learned together, etc Other ideas: - Start a working group Reference that if they want more info, they can view Dresden’s webinar recording
- Ask: Why should you measure chapter performance? Need to track progress toward an outcome. That outcome then needs to be determined as successful or unsuccessful Support: Understanding what chapters are doing well and where they could use some support puts your association in a position to make better decisions.
- @Paige – transitions on each bullet and sub bullet Survey your chapters/members – find out what their strategic objectives are, what’s important to them, what do they want out of HQ (need chapter buy-in as well) what are you already measuring? Is it working? If Networking is members primary reason for joining, then make sure your strategic objectives and KPIs align to that Walk through FEI example from Chip You can take networking many different ways – drill down to what you want to know for your KPIs What type of events are chapters having? How many events are members attending? Doing anything specific/purchasing something there? Is there any online forum they’re engaging with?
- Survey your chapters/members – find out what their strategic objectives are, what’s important to them, what do they want out of HQ (need chapter buy-in as well) what are you already measuring? Is it working? If Networking is members primary reason for joining, then make sure your strategic objectives and KPIs align to that Walk through FEI example from Chip You can take networking many different ways – drill down to what you want to know for your KPIs What type of events are chapters having? How many events are members attending? Doing anything specific/purchasing something there? Is there any online forum they’re engaging with?
- What’s preventing you from doing so?
- How did she start tracking? She met with her chapters leaders face-to-face, held them to standards, rewrote bylaws, Opened 2 way communication – everybody learned together
- Show our sample report card that we provide to clients If leadership has this type of info that tracks to KPIs, what kind of decisions could they make regarding your budget, or better aligning chapters or providing support & leadership? Wouldn’t it be easier to get their buy-in?
- MOAA example Provide awards for top performing chapters: http://www.moaa.org/Content/Chapters-and-Councils/MOAA-Awards/2015-Levels-of-Excellence-Awards.aspx Provide retention incentives, example: A $250 retention incentive will be awarded to those chapters that retain 95 percent or more of their chapter membership: http://www.moaa.org/Content/Chapters-and-Councils/Retention-Incentives.aspx
- Another good rule of thumb: Once you have metrics in hand, focus on the top 10 percent and the bottom 10 percent of chapters to identify both what the high performers are doing differently and what the underperformers may need help with. For example: Dresden was tracking sponsorship revenue by chapter, if she saw one blowing things out of the water, she could identify and replicate their process for other chapters If Chip saw some chapters struggling with hitting membership satisfaction numbers, how can he help better support that bottom 10% and identify challenges? Any other best practice examples?
- Quick discussion
- When creating your KPIs, ask yourself – are they… Actionable Accessible Transparent Simple calculation Understandable If it doesn’t fit, then maybe it’s time to go back to the drawing board. SMART = Specific, measurable, achievable, relevant, timely INVEST = Immediately actionable, negotiable, valuable, estimable, sized to fit, testable
- http://www.marinermanagement.com/files/docs/chapter_performance_dashboard_-_sample_0.pdf
- What are leading KPIs vs. lagging KPIs? Review your strategy map and roadmap to identify the key areas of focus. Identify the indicators that will tell you whether you have achieved your desired outcome(s) (lagging), as well as the indicators that tell you the direction of the market and where you should focus (leading). Be specific.
- Ask if these are leading or lagging? - How much is each chapter contributing Is membership aging/declining? How are you addressing millennials? - Are new members staying after renewal? keeping track of engagement – is it legit questions or just login support What is the quality of the engagement? Show our chapter dashboard hand out: http://www2.billhighway.com/l/13992/2016-07-08/53wykk/13992/174650/Chapter_Dashboard_v3.pdf Setting Membership count, renewal percentage, event attendance, contribution to reserves, etc. usually lead the measurement parade for chapters. Few chapters, however, make the performance measurement leap made by many in the private sector, which looks at less obvious, but extremely important metrics such as market penetration, net prompter score and customer (member) engagement.
- Does AMS offer anything? Start with free (excel, google spreadsheet, etc.) - Google forms to enter data which populates in google spreadsheet Paid dashboard software (Ducksboard, Klipfolio, etc)
- Example of sample MGI Association Dashboard Includes: http://www.marketinggeneral.com/2010/10/22/benchmark-your-membership-marketing-success/ The membership dashboard includes the key items that drive the growth or possible decline of an association’s membership. These will include: Total Membership Current Membership Membership the same month in the previous year Percentage increase or decrease in year-to-year membership New Members by MonthCurrent New Members New Members the same month in the previous year Membership Conversion (Renewal of First Year Members) by MonthFirst year members eligible to renew First year members who actually do renew Conversion renewal rates (renewing new members / eligible to renew new members) Year Two and Subsequent Renewals (Y2+) by MonthY2+ members eligible to renew Y2+ members who actually do renew Y2+ renewal rates (renewing members / members eligible to renew) Total Renewals by Month Total members eligible to renew Total members who actually do renew Total renewal rates (see post from July 5th for assistance with calculating renewal rates)
- Emphasize exceptions: http://www.inverra.com/our-demos/10025/association-dashboard-demo-10025.html
- Size Matters! – Data Appropriate Graphics Display timeline & refresh rate http://www.inverra.com/our-demos/10044/association-dashboard-demo-10044.html
- Offer comparisons (goal/history) http://www.inverra.com/our-demos/10022/convention-visitors-association-dashboard-demo-10022.html
- Drill down & be comment capable http://www.inverra.com/our-demos/10026/association-dashboard-demo-10026.html
- Know what is important/matters to your association – you’re unique – board buy-in is so important to move forward Low hanging fruit – start with info you have access to…if not what you want, find out how you can leverage for social proof to go do what you want to do Another good rule of thumb: Once you have metrics in hand, focus on the top 10 percent and the bottom 10 percent of chapters to identify both what the high performers are doing differently and what the underperformers may need help with.
- 15 minutes Ask – What topics do you want more of? Questions: What don’t you measure, but you wish you did? What don’t you know how to measure? Any type of software that you’re using to compile data?
- Need to update