fix it or flee it: proven approaches for dealing with failing, flagging and floundering association...
Post on 18-Oct-2014
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DESCRIPTION
Chances are that your association has at least one thing that you do that is facing dwindling involvement, underperforming finances, or sucking up staff resources. These programs often plod along year after year, maintained by the momentum of “but we have always done it that way.” Greg will share what he has learned from his involvement in the review of and intervention in nearly a dozen such situations over the past ten years. Learn the key steps in evaluating such programs, and leave with an understanding of the steps you can take (and pitfalls to avoid) to revamp, revitalize, or even stop doing such programs.TRANSCRIPT
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Fix it or Flee it?Proven approaches for dealing with
failing, flagging and floundering association programs
Greg Melia, CAE @gmeliacae
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What We’ll Do Today
• Identify 5 steps essential to program assessment
• Use real world examples to highlight pitfalls to avoid and key points to remember
• Talk about real world issues and challenges
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Photo credit: hebedesign on flickr
Program Assessment is a lot of GRIEF
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Program Assessment is a lot of GRIEF
• Goals
• Research
• Impact
• Efficiency
• Finances Credit: Angie Torres on Flickr
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Goals
Credit: dkwonsh on flickr
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Defining the Goal of the Review
–Work with key stakeholders and decision-makers
–Solicit their key questions:• What do they want to know?• What information will help their decision-
making?• What do they think needs to be
evaluated?
–Refine questions to be SMART
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Original Program Aspects
Investigate the Key “Whys”:• Why was the program originally established?• Why has it continued to be offered?• Why has it change over time?
Review the Original Intended Approach:• Who, what, when, where, why and how?• What was implemented? • What was not?
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Lessons Learned
• Verbalizing goals of the review are an important part of preparing for change
• Seek superordinate goals
• Some agreements are easier reached upfront
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Research3 kinds of data:
Corpus Inscriptionum
Opinions and Descriptions
Imponderabilia of behavior
Bronislaw Malinowski
Credit: Photographie et Ethnologie: Les photographes français au XXème siècle
devant d’autres formes de cultures.
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Lessons Learned
• Historical minutes and documents can be VERY informative
• Seek to understand program mutations
• Good decisions based on bad data usually give bad results
• Remember they may have been involved
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Impact Measure
• Outputs = Immediate
I attended
• Outcomes = Short-term
I gained knowledge
• Impacts = Long-termI served more members as a
result
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Lessons Learned
• Associations tend to over focus on outputs and outcomes.
• Hard to argue “happy & full”, but sometimes necessary.
• Is the program impact large and broad enough to displace alternatives?
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Efficiency
Good, Better, BestNever let it rest
Until your Good is Better
And your Better is Best!
Credit: eatwell.in on Flickr
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Efficiency
Staff and Volunteer Time
Complaints and Comments
Marketing/Communication
Registration/Orders
Technology Photo credit: mansikka on Flickr
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Lessons Learned
• How do people feel about it? Do they have suggestions to increase efficiency?
• What are the trends in terms of level of effort?
• What is cost/benefit of doing it the same way versus trying a new approach?
• Can improved efficiency save it?
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Finances
• Direct fixed expenses– Incurred regardless of how many people
participate, buy, or are served
• Variable expenses– Incurred per each additional unit or
person that is serviced
• Mixed expenses– Incurred per each additional set of units
or persons serviced
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Types of Costs
• Direct fixed expenses– Staff, Rent– Purchased equipment– Per event contracts
• Variable expenses– Per person contracts– Attendee gifts, handouts, etc.
• Mixed expenses– Temporary help– Office supplies
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Key Calculations
• Revenue – Expense = Margin
– Margin per attendee/unit
– Margin per staff hour
– Margin per impact
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Allocating Overhead Costs
• Equal allotment
• Proportional allotment – To budget– To number served– To staff hours
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Example
Annual Giving Campaign
Revenue:$12,000
Expenses: $ 2,000
# Solicited: 1,000
Staff Hours: 200
# of contributors: 100
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Example
• Revenue – Expenses = Margin$12,000 - $2,000 =
$10,000• Margin per unit (solicitation):
$10,000/1,000 = $10
• Margin per staff hour:$10,000/200 =
$50• Margin per impact (contributor):
$10,000/100 = $100
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Lessons Learned
• One full flight is more profitable than two half full ones.
• Most do not realize the true full cost.
• Understanding costs helps determine price.
• Price increases (and closing programs) take time.
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Tips on Implementation
• Internal Evaluators:– Program knowledge &
skills– May create staff buy-in– Less $$$ outlay
• External Evaluators– Usually seen as more
objective– Assessment expertise– Comparative ideas– More $$$ outlay
Photo credit: Matthew Burpee on Flickr
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Implementation
• Who to involve–Stakeholders–Staff–Non-users
• Who to interview–Former volunteers
–Former staff
–Vendors
Photo credit: kierenmccarthy.co.uk
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Communication of Results
• Review purpose of review
• Review what was done
• Arrange key findings in logical order, highlighting interpretations where appropriate
• Close with recommendations or issues to be addressed
Credit: EE.UTD.Events on Flickr
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Lessons Learned
• Equivocal recommendations get equivocal results
• Decision-makers need synthesized data, not the opportunity for data analysis
• Survey data is important, but the proof is in historical performance
• Plan and communicate transitions
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Questions?