BRIEFING ON CHAPTER REALIGNMENT PROPOSAL ASID Chapters collectively continue to face increasing pressures as member engagement declines and demands of governance, and operations remain the same resulting in an inability for a chapter to secure or maintain compliance. Chapter non-compliance: • Jeopardizes the ASID tax exempt status as a 501(c)6 • Exposes ASID to undue risk and liability • Reduces the Society’s ability to service its mission • D iminishes perceived and actual value proposition of ASID • Misaligns chapters with the Society’s strategic plan • Renders our chapter network ineffective • Leads to waste spending There are several pathways towards addressing this systemic issue, one of which may include adjusting how the chapter network is structured and rethinking how leadership is deployed. Here, outlines goals we’re trying to reach, opportunities we have to make small improvements, and limitations on any large scale approach.
GOALS/PROBLEMS WE ARE TRYING TO SOLVE: *Note: it is arguable these problems are solved by a chapter realignment alone. • 27.5% Realignment - Financial; should consider true root of the problem - is this a symptom or a problem? • V oice Alignment - Residential and “pretty-focus” versus impact of design **Equitable voice and weight between national and chapters (ex - where’s our journal? For members, by members?) • M embership decline - converting student to professional members; building the membership bench; building the leadership bench; creating engagement opportunities that diversify and enrich • Chapter Governance - Burden on chapters; creates strife and partisanship • Community + Competitive Landscape • D isparity of national and chapter missions - Impact of design (nat’l) versus impact of ASID (local); Residential and “pretty-focus” versus impact of design
LIMITATIONS: ASID is limited to what we can address short of changing governance requirements through the ASID bylaws and policies. Some bylaw changes may require membership vote and may not pass. Other limitations may include any federal, state and/or local municipality laws as it pertains to the corporate restructure.
ABILITIES: We can institute minor operational improvements and reporting measures that can help inform possible iterations of our overall structure. Key among them include • Rethink how we deploy CST Committee as national leaders to increase movement of the Society’s strategic initiatives • Continue efforts to bring chapters into compliance (status quo and no guarantee of success) • Standardize contracts fees, reducing overhead expenses and reinforcing contract review requirement • Rubric that aligns and evaluates goals, budgets and metrics from operational plan, budget. • Collective analysis of chapter efficacy as it relates to the Strategic Plan • Portal submissions for compliance i.e. contracts, workplans plans and budgets. • Formal invoice for quarterly financials