Chapters and Networks: Is It Time to Reorganize to Support Regional Programming Needs?
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Associations often require regional programming
to meet member needs. Regional programming is defined as a plan
of service delivery to meet the needs of a local group of members
and the association. Regional programming generally provides activities
that support networking, learning, and image and awareness. Regional
programming provides many benefits and challenges. A key challenge
is determining how to support regional programming needs using
resources that reflect the level of participation and promote
the association's strategic intent.
Image and awareness activity to strategically
position an association is deemed important. This type of activity
supports membership recruitment and retention. It not only attracts
new members but also supports a sense of belonging as members
appreciate public recognition of the association to which they
belong. Regional programming can provide a means to increase the
image and awareness of associations and their purposes.
Regional programming supports increased member
participation in the use of programs and services. It also provides
a structure for the development of future volunteer leaders. In
effect, regional programming as a member service is usually consistent
with the strategic direction of an association.
Approaches
Regional programming can be accomplished through
the establishment of local Chapters and/or Networks. Chapters
involve a more formal structure whereas networks are more informal.
Chapters normally exist where there is a high concentration of
members willing to participate in locally delivered events. Networks
exist where there are fewer members or where members are not likely
to participate in locally delivered events. Both Chapters and
Networks provide the link necessary to identify and support delivery
of member services.
National associations with Chapters often establish
board composition with representatives from Chapters. National
associations who employ Networks have flexibility in how they
appoint or elect representatives to the board.
Associations with Chapters often find that some
Chapters are unable to meet the expectations outlined in by-laws,
regulations and plans. Chapters are usually dependant on volunteers.
Individuals who volunteer may have limited related expertise or
cannot provide the necessary time. As a result, the quality of
service varies from Chapter to Chapter. The services are not always
focused enough to promote the association's cause, designation,
and product and service participation, or to generate new membership.
Not all regions in the country have active Chapters
or regional programming activities. As a result, membership growth
and the awareness level of the association and its cause and/or
professional designation can be reported as low.
Many associations with Chapters allow the Chapters
to tack an extra membership charge to annual dues, or the National
organization increases fees to support Chapters and provides a
per capita rebate. Another variation of support occurs when the
National organization provides Chapter coordinators who help with
events, newsletters and local image and awareness activities.
In addition to dues, Chapter activity is often
funded by revenue received from user fees. User fees often do
not cover all the direct costs. The balance of financial support
comes from member dues.
Networking is Changing
Networking is a great concept. Networking between
professionals is usually for career opportunities and mentoring,
business opportunities, information/knowledge sharing (such as
better practices), and for social activities.
Why do we not have more Chapters or greater participation?
Networking is changing. In fact, some surveys reveal that less
than 10 percent of members have a real interest in local networking.
Members are networking with databases more than they are with
peers, they are too busy, or the location/availability/timing
is not convenient. As a result, a smaller number of members are
participating in locally delivered activities. In some associations
Chapters are shutting down or should be, but pride and emotion
get in the way.
The Network
Given the changing methods and expectations of
networking, new methods and structures are being established.
The Network is the latest vehicle to support regional programming
or specific member communities of interest.
It appears technology and other factors would
suggest the new strategy would be to expand regional programming
activity through Networks.
Networks can support delivery of regional programming
activity as required. Most by-laws allow boards to provide for
the establishment and operations of Networks through approved
policy and processes. The policy ensures a level of consistency
and compliance with the association's strategy and fairness in
appointments, and deals with boundaries, member assignment, the
role of the Network Representatives, event administration, program
identification, staff relationships, and accountability.
About Networks
Networks can be used to serve the needs of a
group of members in regional or beyond regional boundaries, and
in practice or interest areas. Networks could be established where
membership is greater than 20 and generally less than 250. Networks
will not require a formal board structure, but can be led by two
board-appointed Network representatives. In the case of a professional
association, one representative could be assigned to education
and another to advocacy or to other key purposes of the association.
Network representatives will serve as ambassadors and provide
a link in terms of local needs and do not need to serve as board
members.
Chapters can be used to serve the needs of a
group of members in regional areas where membership is greater
than 250 or where participation is in excess of ten percent.
If a Chapter is closing and a Network is being
established, adjustments in how elections or appointments to the
board take place may be required if Chapters historically had
an official director on the board.
Networks could be required to have at least one
annual event/activity per year. Network representatives would
receive training and information and may have an annual information-sharing
session in conjunction with the annual meeting or through some
other method.
Advantages
- A large number of members will benefit in a short period of
time.
- A strong foundation of Networks can be established without
waiting for members to organize themselves.
- Developing a Network where there appears to be demand will
increase the chance of success.
- Networks will require fewer human and financial resources,
minimize risk and ensure appropriate focus.
- Networks will develop volunteers and future leaders.
- It is possible to quickly create a presence and benefit from
the establishment of Networks.
Disadvantages
- The demand and availability of volunteer representatives
is unknown.
- Effort and resources is required to establish the Networks.
- Networks may not be a tested structure in the association.
- There is a higher risk of failure without a pilot test.
- Risk of developing Networks where demand is low and risk
failure.
Networks will provide ambassadors, occasional
local service and a member face and contact. As a result, Networks
provide a value added member service and create a sense of belonging
among some members.
In general, revenues will increase from the use
of Networks. Some of the benefits cannot be translated into revenues.
Intangible benefits which will positively impact the association
include:
- An increase in association awareness;
- A "sense of belonging" or sense of association
"ownership" by interested volunteers;
- The ability to provide value to members who are unable to
get actively involved for reasons such as geographic proximity;
- Added value to student membership (i.e. opportunity to network/mentoring
with membership);
- A strategic presence in a number of communities across Canada;
- The creation of "pipelines" to the Board for proven
and tested volunteers;
- It answers member demand for "more" events; and
- Provides a platform for professional designation recognition
or the cause.
Online Networks for specific areas of interest
can ignore geographical concerns and have even more flexibility
to develop communities of interest as required. This type of activity
is increasing in some associations where the members are comfortable
with computer networking. Network representatives for the online
version are usually moderators for the dedicated website area.
As the number of Online Networks and their activities increase
the level of participation in Chapters will continue to decline
- perhaps a Chapter will need to be converted to a Network.
With Networks an opportunity exists to positively
turn an association's goals and strategies into positive results.
Online Networks use fewer resources to operate than a Chapter.
A Network will require more resources to operate than the Online
Networks, but less than a Chapter.
How do we operate and pay for Networks? If a
Chapter has been in place and collecting dues, these funds can
be allocated to the Network replacing a Chapter. If a Network
is being set up in a geographic area, uniform local service delivery
dues can be used to fund the Network. The association would use
the dues from the Network area to deliver local events and related
services. It is possible to place the dues in reserves for each
Network to ensure balanced allocation and service delivery.
Notwithstanding the potential of Networks, the
Chapter approach where viable can provide great value in supporting
regional programming activity. In fact some organizations could
benefit from establishing Chapters.
If your association needs to strengthen its regional
programming to support members throughout the country, look at
the feasibility of Chapters and Networks with a view to changing
technology, member access and service delivery needs.
This column features innovation and practical solutions applied
to challenges, trends, issues, and opportunities for the association
community. Column editor Jim Pealow, MBA, CMA, CAE is a consultant
and the Association Management Education Program Lead Instructor/Coach
for CSAE. He can be reached at jim@amces.com
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