Chapter Performance & Benchmarking Unwrapped: Using Dashboards to Tell the Chapter Story
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Chapter Performance & Benchmarking Unwrapped: Using Dashboards to Tell the Chapter Story
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Day 2 Agenda: - Explore how to use benchmarking to create a dashboard about your chapter programs - Share how your association can use a dashboard to monitor chapter health View the workshop recording: https://youtu.be/sXj0oGXwhn4 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 as we unveil the 2022 Association Chapter Performance & Benchmarking Report, and more importantly, look at how you can use it to answer your questions and optimize your chapters! #leveragechapters #gotchapters
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Chapter Performance & Benchmarking Unwrapped: Using Dashboards to Tell the Chapter Story
- 1. CHAPTER PERFORMANCE & BENCHMARKING UNWRAPPED Using Dashboards to Tell the Chapter Story
- 2. Share one quick “aha” you’ve had recently Chat
- 5. How do I see chapter performance in real-time? How do I figure out our chapter program ROI? Ask the Hosts…
- 6. Today’s Agenda 01 02 03 04 Recap Preparing for the Future Beyond Benchmarking A New Dashboard
- 7. Day 1: How associations view chapters – CRP, CEO & CL perspective Recording available next week! 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. Did you participate in Day 1 of the Chapter Benchmarking Workshop yesterday? Zoom Reaction
- 10. 04 Lack of Data 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 & Mission
- 11. REFLECTION Yesterday’s learning & networking goals: what do you need to make them happen?
- 12. Preparing for the Future FORESIGHT
- 13. ASAE Foresightworks • Deliberate, evidence-based research initiative • Facilitate environmental scanning & planning for change • Continual stream of intelligence about anticipated trends + tools • 6 thematic areas: • Content, Learning, and Knowledge • Data and Technology • Demographics and Membership • Economic Conditions • Society and Politics • Workforce and Workplace
- 14. Expectations reset for more remote services Work will not return to previous state
- 15. Work is not a place
- 16. in-person meetings, events, and training will be permanently altered Remote vs face-to-face
- 17. Abandon old norms, think differently, pursue new strategies Clarify association/ chapter roles
- 18. Shrink time & break down tasks Automate & coordinate volunteer experience
- 19. Preparing for the Future: 3 Deserts Data Desert Volunteer Desert Strategic Desert
- 20. Data Desert We continue to rely on fragmented, disconnected systems. Systems out there that provide accurate picture of our chapters’ performance. Fractured viewpoints of how chapter system delivers value to member and serves mission. Stronger basis on which to allocate limited resources to the support of that system.
- 21. Use the dashboard to… Teach the value of collecting the right data & using it Show the power of shared data
- 22. Volunteer Desert Volunteers are a precious resource Tap resources/tech Stop wasting their time on administrative vs. mission & member service Build volunteer development system
- 23. Use the dashboard to… Move from administrative checklist to mission/member outcome tracking Help leaders focus on what truly matters rather than chasing to- do lists
- 24. Strategic Desert View chapters as part of vibrant ecosystem working collaboratively to serve members & move the mission Throw off HQ/chapter shoes and put on member shoes – focus on why we’re here in 1st place.
- 25. Use the dashboard to… Show the collective impact of chapters on member service and our mission
- 26. Brainstorming What would you like to change in tracking/measuring chapter performance?
- 27. Let’s move beyond comparing chapters & picking winners… New Measurement Concept Focus on bright spots and collective outcomes
- 28. To How can we get from …
- 29. Idea A dashboard that shows the impact of chapters individually and as a team
- 30. Setting Up Your Dashboard Begin by connecting to your association’s strategic goals to your chapter roles Education Advocacy Growth ???
- 31. 01 Actionable Do I have any control over this outcome? Common Interpretation Does my “10” = your “10”? 02 Accessible/Credible Is the data available with modest effort from a trustworthy source? 03 The Right KPIs Transparent/Simple Calculation Does everyone understand how it was generated? 04 Valid/Reliable Does this truly measure the desired outcome? 05
- 32. Create a Process for Tracking & Measuring
- 33. The Right Data Sources Direct Access Sampling Reports
- 34. What are your association’s strategic goals? Ask Yourself… Setting Up Your Dashboard What role(s) can/should chapter play? (Think “Local Presence”) What should we measure to accurately assess their effectiveness in fulfilling their role(s)? How can we measure it? (We tend to manage what is measured) How should we share those measurements?
- 35. Strategic Pillars Primary Inputs Intermediate Inputs/Outcomes Ultimate Outcomes Education - A Well-Qualified Workforce Seminars Workshops Conferences Publications Participation Posts Registrations Volunteering Donations … Satisfaction NPS Ratings Comments CEUs Certifications Graduations Promotions Awards Recruitment Retention Market Penetration Advocacy - A Safe Work Environment Letters/Calls Town Halls PAC$ Media Placements Influencers Passage/Defeat Awareness Behavior Change Operational Strength & Flexibility Leadership Staffing Systems Financials Legal Compliance Collaboration Long Term Viablity SAA – The Sample Association of America
- 36. Insight to Selecting Chapter Roles & KPIs Important to get feedback from members & chapter leaders • What do they care about? • What do they see as achievable? • Can they see the big picture?
- 37. Strategic Pillars Primary Inputs Intermediate Inputs/Outcomes Ultimate Outcomes Education - A Well-Qualified Workforce Seminars Workshops Conferences Publications Participation Posts Registrations Volunteering Donations … Satisfaction NPS Ratings Comments CEUs Certifications Graduations Promotions Awards Recruitment Retention Market Penetration Advocacy - A Safe Work Environment Letters/Calls Town Halls PAC$ Media Placements Influencers Passage/Defeat Awareness Behavior Change Operational Strength & Flexibility - Long Term Viablity Leadership Staffing Systems Financials Legal Compliance Collaboration Long Term Viablity SAA – The Sample Association of America – Chapter Roles
- 38. Strategic Pillars Primary Inputs Intermediate Inputs/Outcomes Ultimate Outcomes Education - A Well-Qualified Workforce Seminars Workshops Registrations Satisfaction CEUs Certifications SAA – The Sample Association of America – Chapter Roles What do we measure? Just because it’s easy to count, does it really count? Do we want quantity or quality? What’s the right “blend” of metrics?
- 39. Strategic Pillars Primary Inputs Intermediate Inputs/Outcomes Ultimate Outcomes Education - A Well-Qualified Workforce Seminars Workshops Registrations Satisfaction CEUs Certifications SAA – The Sample Association of America – Chapter Role How do we measure? What are our data sources? What do/don’t we have direct access to? Should we sample? Rely on reports? Invest in tech?
- 40. Strategic Pillars Primary Inputs Intermediate Inputs/Outcomes Ultimate Outcomes Education - A Well-Qualified Workforce Seminars Workshops Conferences Publications Participation Posts Registrations Volunteering Donations … Satisfaction NPS Ratings Comments CEUs Certifications Graduations Promotions Awards Recruitment Retention Market Penetration Advocacy - A Safe Work Environment Letters/Calls Town Halls PAC$ Media Placements Influencers Passage/Defeat Awareness Behavior Change Operational Strength & Flexibility - Long Term Viablity Leadership Staffing Systems Financials Legal Compliance Collaboration Reserves SAA – The Sample Association of America – Chapter Role What About These Metrics?
- 41. 01 Actionable Do I have any control over this outcome? Common Interpretation Does my “10” = your “10”? 02 Accessible/Credible Is the data available with modest effort from a trustworthy source? 03 The Right KPIs Transparent/Simple Calculation Does everyone understand how it was generated? 04 Valid/Reliable Does this truly measure the desired outcome? 05
- 42. Minimalist Presentation Are solutions to under- performance included? Under-performance What is the refresh frequency (real-time, hourly, daily, weekly)? Refresh What are the views (by component, function, area, time, etc.)? Views How did you establish visual priorities? Visual What are the performance goals? (Measure, data sources, actionable) Goals Who are your audiences? Identify who will use dashboard & how. Audience Dynamic Design
- 43. Dashboard becomes way you can have strategic conversations with the chapter leaders and the c-suite
- 44. What might you do tomorrow with the ideas we explored today? Chat
- 45. Download the report! https://bit.ly/34cyCKv 2022 Chapter Benchmarking Report
- 46. Creating a Compelling Chapter Story January 27th 1 – 2:30 pm EST Join Us Tomorrow!
- 47. 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.
- 48. Give us your feedback
- 49. Thank You!
Notas do Editor
- @Peggy WE’LL COVER Explore how to use benchmarking to create a dashboard about your chapter program and monitor chapter health Day 2: Using Dashboards Day 3: Telling the Chapter Story
- @Peggy Ice Breaker #1 – It's time to warm up your fingers... Share one quick aha you’ve had recently. Maybe it was from yesterday’s convo, maybe not
- @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.
- @Peggy Quick shout out to the “Behind the Scenes” crew…
- 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.
- 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
- @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
- @Peggy
- Quick recap from Day 1 Reminder that we recorded Day 1, so if you missed it, we’ll be sending the recording out next week!
- 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
- @PEGGY - What’s your aha from Day 1 or the recap we just shared? 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.”
- Preparing for the future: 3 Deserts Association in a post-COVID work – review the driver & within that context 3 deserts
- Volunteer Driver Association in a post-COVID work – review the driver & within that context 3 deserts THE DRIVERS: Before we get there let’s better understand the volunteer through the ForesightsWorks Drivers Show drivers Show Volunteer driver Deliberate, evidence-based research initiative Facilitate environmental scanning & planning for change Continual stream of intelligence about anticipated trends + tools 6 thematic areas: Content, Learning, and Knowledge Data and Technology Demographics and Membership Economic Conditions Society and Politics Workforce and Workplace
- https://www.asaecenter.org/resources/articles/foundation/2021/how-to-lead-in-a-world-reshaped-by-covid The driver forecasts*: The emerging consensus scenario is that the virus is likely to be substantially controlled over the course of 2021, at least in the developed world. However, the “2020 continues” or “viral catastrophe” scenarios listed in “Potential Alternative Futures” (below) would prolong and deepen the disruptions that began in 2020. COVID-19 is likely to become endemic, permanently circulating in populations around the world. In a 2021 survey, 90 percent of the scientists consulted forecast that this would be the case. This will cause friction in travel and other interactions between countries and within societies in which some social or political groups are vaccine resistant. Work will not return to its previous state: Telework will grow in many fields. This will have effects in career paths and pay, business location and office use, and the structure of cities and suburbs. Consumer expectations will be shifted long-term to include more remote services of all kinds, pushing businesses to make them permanent.
- Supporting Trends COVID mutating. The novel coronavirus is mutating relatively rapidly, creating variations that are more infectious and in some cases more lethal. Some kinds of mutations may be able to circumvent the protection conferred by current vaccines. This process of evolution will continue as long as the virus continues to circulate in any population. Deepening educational setbacks. In the United States and many other societies, the pandemic is causing learning loss and absences from school at every level from pre-K to college. These setbacks may have long-term impacts on educational achievement and earnings for Gen Z and the generation that follows it. Work is not a place. For many, working remotely was a welcome change. Among Americans whose jobs can be performed remotely, 54 percent told pollsters in late 2020 that they would like to work from home after the pandemic. COVID forcing women from the workforce. The effects of the pandemic have fallen disproportionately on women. In the United States, mothers’ employment rates were hit harder than any other group, reversing the typical pattern of recessions, in which losses are most acute for men. In 2020, polls found a quarter of all working women were considering career downshifting or leaving the workforce. Emerging long-term health impacts. The long-term effects of COVID-19 are unknown. There are signs of persistent effects, including neurological effects, sometimes in people with only mild cases. There could also be long-term health impacts due to secondary effects, such as nutritional deprivation of children.
- Strategic Insights After the experience of the pandemic, many organizations will become more focused on resilience in the face of disruptions and discontinuities—and all should, as there are multiple signs of a more volatile environment going forward. Leaders need to be prepared for coronavirus flareups and more dire alternative scenarios. If these scenarios occur, many changes and disruptions would accelerate or reinforce each other, strongly affecting all organizations and industries. In particular, international associations and associations representing global industries will need to approach recovery and change across multiple timelines and varied local situations. The kinds of support such associations provide and where they provide it may need to shift. Associations and industries will be negotiating rapid changes in work patterns in the pandemic’s aftermath, including determining who works remotely and by which criteria. This will drive new questions about talent acquisition, compensation and benefits, flexible schedules and hours, and where employees live. These questions will intersect with equity issues. Economic, racial, and other forms of pre-pandemic inequality that were exposed and exacerbated by the pandemic will continue to worsen without action to address them. Leaders will need an understanding of the pandemic’s divergent impact on various stakeholder groups. The nature and economics of in-person meetings, events, and training will be permanently altered by the pandemic. To drive attendance, face-to-face event organizers will need to intensify opportunities for connection, emotion, socializing, and experience; basic information delivery can be handled via remote means. The question of environmental sustainability will increasingly complicate considerations. Audiences may bifurcate between those satisfied with remote events for most purposes and those still preferring face-to-face events. This will enable associations to serve audiences—including some new audiences—at new price points.
- Take Action Use scenario planning to build agility. When facing an uncertain future, consider—and consider your preparedness for—multiple possible futures. How ready is your organization to capitalize on surprise successes or respond to emerging threats? Use learnings to develop flexibility, nimbleness, and agility in your operations and governance structure to assure sustainability. Refresh your continuity plans, policies, and procedures to mitigate risk. Start conversations with members about the potential for future disruptions. Evaluate your association’s value proposition. Assess the relevance of your membership model, the programs, products, and services you offer, and your advocacy positions. Be willing to abandon old norms, think differently, and actively pursue new strategies that align with where you—and your members—will want to be in the future. Focus on innovation and entrepreneurialism. At the start of the pandemic, many associations experimented with new and modified programs and services. Apply lessons learned from these initial efforts to build an internal infrastructure to explore and bring new products to market. Identify new skills that staff and volunteers will need and provide the appropriate training. Find collaborators with similar interests with whom you can partner. Address staff and member burnout. Focus on resiliency and empathy and look for opportunities to support staff and volunteers’ emotional, mental, and physical health. Consider how your organizational culture—among staff and members—can be strengthened to support teams and members through disruptions. Develop responsive support mechanisms, reskilling programs, and advocacy strategies. Clarify association and chapter roles. The shift to virtual programming blurred service boundaries between headquarters and chapters and between associations supporting a particular industry or profession. Seek to delineate the value delivered by each entity. Find new ways to collaborate and support each other.
- The future of volunteering looks very promising for associations prepared to take advantage of demographic shifts, work preferences, and technological capabilities. Generous people will give their time somewhere, and nonprofit organizations that match their changing expectations will have the competitive advantage that can unlock every other resource they need to succeed. Match members to their ideal volunteer opportunity. New and younger members might welcome a microvolunteering task for a manageable introduction to service. Older and retiring members might be ready to ease into advisory and mentoring roles. Discover members’ unique skills and passions and help them find meaningful opportunities. Shrink time and break down tasks. Get rid of expectations that people must pay their dues and serve their time. Redefine what qualifies someone to serve. Reimagine how the work of boards and committees can be deconstructed into doable jobs that good volunteers can accept. Associations can function well with a healthy blend of agility and continuity. Automate and coordinate the volunteer experience. The right technology infrastructure can shepherd members through every step of their volunteer journey: member databases that track and recognize service; learning management systems that support orientation and training; and effective communication and collaboration platforms that are user-friendly. Give volunteers the tools to make volunteering easy and fun. It affirmed volunteer preferences (short-term, outcome-based opportunities with a pro-social WIIFM) and disappointments (time/timing, flexibility, clear direction, assessment, inclusion). It identified what drives volunteer engagement & therefore satisfaction (6 drivers). It highlighted the weaknesses in the system that keep us from getting the highest participation and the right people in the right positions. Namely, job design, selection, assessment. Strategic Insight: transforming association volunteering toward more flexible project-focused models could provide new opportunities to attract younger and pros from underrepresented groups
- Preparing for the future: 3 Deserts
- Data Desert - The “data desert” represents a consistent and disturbing theme throughout this research. We continue to rely on fragmented, disconnected systems which offer a fractured view at best of how our chapter system delivers value to the member and serves the mission. Though none are perfect, there are plenty of systems out there which could provide a far more accurate picture of our chapters’ performance and a much stronger basis on which to allocate our limited resources to the support of that system. Use the dashboard to teach the value of collecting the right data & using it Use the dashboard to show the power of shared data
- Use the dashboard to teach the value of collecting the right data & using it Use the dashboard to show the power of shared data
- Volunteer Desert – One CEO observed, “The grass is always greener…where you water it!” Our volunteers represent a precious resource which we tend to waste by asking them to spend their very limited time dealing with administrative “checklist” functions rather than the mission and member service. We need to apply our resources to those areas (esp. technology) to those areas which reduce or eliminate the need for volunteers to fulfill such roles and build a volunteer development system that supports and places our volunteers in roles where they are most likely to succeed. Use the dashboard to move from checklist to outcome tracking Use the dashboard to help leaders focus on less that matters rather than chasing to-do lists
- Use the dashboard to move from checklist to outcome tracking Use the dashboard to help leaders focus on less that matters rather than chasing to-do lists
- Strategic Desert – Far too much of our collective time (CEOs, CRPs and Chapter Leaders) is spent in the tactical weeds. We need to step back and view our chapters as one part of what should be a vibrant ecosystem working collaboratively to serve the member and move the mission. We allow ourselves to be hamstrung by territorial squabbles which reinforce an us vs them culture. Let’s throw off our HQ shoes or chapter shoes and put on our member shoes so we can focus on why we’re here in the first place. Use the dashboard to show the collective impact of chapters
- Use the dashboard to show the collective impact of chapters
- Small group: knowing how the world has changed, what you like to change in tracking/measuring chapter performance.
- Let’s move beyond the concept of benchmarking where we compare chapters and pick winners to the concept of a race to reach outcomes collectively. Enter, a dashboard that shows the impact of chapters in totality with picture available for each chapter.
- Let’s move beyond the concept of benchmarking where we compare chapters and pick winners to the concept of a race to reach outcomes collectively. Enter, a dashboard that shows the impact of chapters in totality with picture available for each chapter.
- Let’s move beyond the concept of benchmarking where we compare chapters and pick winners to the concept of a race to reach outcomes collectively. Enter, a dashboard that shows the impact of chapters in totality with picture available for each chapter.
- Creating a process for tracking and measuring
- RMA Platinum
- Design Who are your audiences? Identify who will use the dashboard and how they will use it. What are the performance goals? What do you measure? What are the data sources? Are they actionable? What are/how did you establish visual priorities? Are remedies/solutions to under-performance included? What is the refresh frequency (real time, hourly, daily, weekly, …) What are the views (by component, by function, by area, by time, …)
- How this dashboard then becomes the way you have strategic conversations with the c-suite
- @Peggy 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.”
- It’s our final day! Don’t worry if you can’t make it…we’ll be recording and sharing afterwards Join us tomorrow: Let’s learn how to tell stories, find the nuggets & what tech to use
- 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.
- @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
- Any questions? Thank you! See you tomorrow!