Organizational Models to Help With Chapter Success

Chapter Leader Onboarding Series Organizational Models to Help With Chapter Success

Sigma chapters use two types of organizational models to help achieve ongoing, sustained success in chapter operations and membership growth. No matter what your role is, the work you will do as a chapter leader directly impacts both of these areas. It is important for all chapter leaders to understand how these models play a significant part in chapter sustainability.

The Membership Lifecycle is a tool used to help understand the stages someone will pass through on their way to becoming a renewing and sustainable member. The Sustainability Pyramid is a visual representation that illustrates the components of a well-sustained chapter, and will be explored first.

Understanding the Sustainability Pyramid

Starting at the bottom of the pyramid – with Sigma’s Mission and Values – the Sustainability Pyramid helps chapters plan for the future and ensures chapters remain sustainable as leadership continually changes. The pyramid helps lay the fundamental foundation on which all chapter operations and strategic plans work. Each level builds on the strength of the levels below it, and there are best practices and ideas to help accomplish each one.

Level One – Sigma Mission, Values, and Goals The foundation of the pyramid reminds us of the long-term direction of the organization, and should be the basis for which all chapter activities and initiatives are implemented.

Sigma’s Mission: Developing nurse leaders anywhere to improve healthcare everywhere.

Sigma’s Vision: Connected, empowered nurse leaders transforming global healthcare.

Strategic Goals: The Sigma board of directors has determined four strategic goals to guide the organization – 1.

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Grow in value for nurses globally Recognize and promote nursing scholarship, leadership, and service Expand and develop strategic relationship globally Advance innovative and customized resources to develop nurse leaders

Your chapter should continually refer to this level of the pyramid as a reminder to why chapter leaders volunteer their time and energy, and why members choose to belong to the organization. The mission and values should also be the foundation for all chapter activities, for example: •

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Inductions – A chapter’s counselor, governance committee, and others involved with induction should work to familiarize inductees and their guests with Sigma, and convey why membership is valuable not only to them, but the nursing profession as a whole.

New member orientation – The organization’s underlying principles should inspire new members right away, and encourage them to get involved and help make a difference.

Chapter leader transitions – All incoming chapter leaders should understand the contribution they make to the nursing profession by serving in their role. All outgoing chapter leaders should share valuable resources and information with them, and explain how volunteering impacts their personal and professional development.

Chapter programs – All chapter leaders work together on developing content for chapter programs and benefits. These benefits should be aimed at helping your members better understand why your chapter exists and how members play an important role in carrying out the mission and values on a local level.

With the organization’s values and principles as the foundation, the chapter can build a membership experience that drives and inspires members. The next step is to create and utilize a sustaining strategic plan that incorporates these elements in tandem with chapter operations.

Level Two – Strategic Planning Many chapters operate from a strategic plan to maintain continuity from year to year and have actionable items that can be measured to indicate growth. As a new chapter leader you may benefit from reviewing your chapter’s plan, and if you haven’t had a chance to see it yet, reach out to chapter leadership and find out if this document exists for your chapter, or if it’s a short-term goal to develop one.

Strategic planning is the process that determines where a chapter is “going” in terms of goals and metrics during a specified period of time, and how it is going to get there through actionable and measurable tactics. Strategic plans are meant to maintain continuity, with annual evaluations and revisions based on the performance of chapter goals and the addition of new ones.

Understanding this terminology may help you as you learn and talk about strategic planning with your chapter: •

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Bylaws – Governing document of the chapter with minimum requirements for operation. Sigma has a set of international bylaws, and chapters have their own set of bylaws, both of which must be adhered to.

Policies and Procedures – A set of written guidelines for how a chapter will operate and how the chapter will uphold the bylaws and govern itself.

Goals – Help a chapter strive toward creating the ideal membership experience for constant chapter growth.

Strategic Plan – Creates an action plan for meeting the goals of chapter while adhering to the chapter’s policies and procedures.

Becoming familiar with your chapter’s strategic plan will help you as a chapter leader, to know where the chapter’s priorities lie and how the duties of your role will impact them.

Creating and evaluating a strategic plan requires a team approach of all officers and/or chapter leaders.

As an example, here are some of the roles that will play a significant part: •

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The treasurer provides an updated chapter budget. The action items in a strategic plan will be determined by the chapter’s budget, and the projected growth from these undertakings will impact future budgets, hopefully in a positive way. Referencing an updated budget will guide the short-term goals and action items.

The governance committee produces a current copy of the chapter’s bylaws and any policies or guidelines associated with them. This committee will also ensure that all of a chapter’s bylaws requirements are included in a strategic plan.

The vice president, or perhaps the membership involvement chair if your chapter utilizes this position, ensures member wants and needs are accounted for in a strategic plan. Hopefully the chapter is conducting an annual membership survey to determine these items.

The chapter secretary provides a strategic plan template and brings forth any previous strategic plans for reference. The secretary will also take detailed minutes of any strategic planning meetings.

The leadership succession committee provides a leadership succession plan, a crucial part of any strategic plan, and speaks to any policies and procedures as they relate to leadership succession.

All outgoing chapter leaders should give a report on the state of the chapter to help current and incoming leaders map out their roles and continue to develop goals for the future of their positions.

This list is not exhaustive, and it’s appropriate for many chapter leaders and/or officers to have a part in the development and evaluation of a strategic plan.

Resources for strategic planning are available in the All Chapter Officers Workgroup library (https://TheCircle.SigmaNursing.org/MyGroups), including a Chapter Strategic Planning Guide and several real examples from Sigma chapters. Each biennium, many chapters strive to complete the requirements to earn Sigma’s Chapter Key Award, and use the award criteria as a basis for strategic planning.

Level Three – Member Communications Member communications are a critical component of all chapter operations. Members want to be informed about chapter activities, goals, and initiatives, and have to stay informed in order to make the most of their membership. While a chapter secretary is typically tasked with overseeing overall communication, all chapter leaders will play a part in keeping members informed. You may find yourself communicating directly with members, or may be submitting updates that will be passed to members through another channel.

Most chapters use all or a majority of these communication modes to reach members: •

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Events or meetings to give information to members live and “face-to-face,” where it’s an inperson or virtual format. This kind of interaction allows for immediate feedback from members and is very valuable.

Sigma Update, the monthly all-member newsletter sent by Sigma, reserves a space for news from chapters that is sent dynamically to chapter members. Chapters that use this should use it consistently, so members grow accustomed to receiving chapter news in this email on a regular basis.

Each chapter has a website on The Circle that functions as a standalone landing page accessible by anyone, and contains members-only content like the discussion forum and library. Many chapters choose to populate the website as their “hub” for chapter information, and link to it in other places. The website also provides two different ways to email active members.

Email communications are easy and very popular, and can be accomplished through the chapter website as well as email service provider platforms using membership rosters. The important thing to remember is that many companies and organizations are competing for email attention, and email becomes less reliable as privacy and spam regulations constantly improve. Chapters can’t solely rely on email and expect to reach all members.

Traditional methods of communication like postal mail and telephone calls are as effective as ever, because they are more rare than electronic means. For example, making personal calls to members to encourage renewals can be highly effective.

Social media continues to grow in popularity among chapters, and statistics show that the majority of members, and people in general, use these sites to interact with friends, family, and brands they care about.

Time-based communications are also very effective, like monthly newsletters or quarterly brochures. Because they are produced on a consistent basis, interested members grow accustomed to looking for them and receiving information on this time frame.

You will begin to see how each level of the pyramid is affecting the next. Without a mission, a chapter cannot set goals. Without goals, a chapter will not be able to create a strategic plan. Without a strategic plan, the chapter will not have direction for the kinds of activities, programs, and benefits to communicate to members. These levels have an impact all the way to the top of the pyramid! The communication level sets the tone for the top half of the pyramid. Data from a recent membership survey tell us that 27% of lapsed member indicated the main reason for discontinuation of membership was a lack of involvement with/lack of information from their chapter.

Level Four – Community and Member Involvement Throughout the fourth level, chapters are asked to build a chapter community through member involvement. What is a chapter community?

A chapter community is an environment or culture in which members can easily find a place to connect with other members and contribute to the success of the chapter with their unique skill sets and talents.

This level of the pyramid can be a little more abstract than the first three levels, because it is asking chapter leaders to try and influence member behavior by working intently on creating opportunities for relationship building.

Following are some additional tips to get members involved right away: •

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Establish subcommittees for specific events/initiatives with a larger committee. For example, the program planning committee might form a subcommittee specifically to promote an upcoming chapter program via social media or around campus. While this subcommittee wouldn’t be responsible for planning the event, its energy and enthusiasm can help create a buzz that will make the event more successful. If the subcommittee members have a good experience serving, they are more likely to get involved in other short-term projects, and hopefully join a full-time committee or chapter leader role in the future.

Develop a mentoring program to pair new members with established members who can help them get acclimated to benefits and educate them about ways to get involved. Another popular chapter mentoring program topic pairs student members with members who are already in the workforce to help them transition to their first nursing job. Mentorships come in a variety of formats and can be longer-term partnerships or one-time networking events. A program like this enhances the membership of both new and established members.

Create a volunteer program that offers ways to serve the community or give back to the profession in alignment with Sigma’s mission and vision. This can help members develop an emotional connection to the organization.

It is okay to have fun! Even though Sigma is a professional organization, not every interaction has to be formal. Offer social networking events and add introduction activities, or “icebreakers,” at the beginning so attendees can get to know one another.

Make sure meeting times and locations are convenient for as many members as possible. Most chapters hold virtual sessions or offer a virtual option to be more inclusive for all members.

Chapters also work to hold meetings and events at different, rotating locations that represent convenience for all membership segments.

Foster spaces online where members feel comfortable interacting with chapter leadership and each other. Some chapters choose to do this on social media, while many also develop the discussion forum on chapter websites into a social space for members to connect and have conversations.

Level Five – Pride and Publicity “Pride is intangible. Pride is a psychological feeling and an excessively high opinion employees have about their job and organization. It is a combination of pleasure, positive feeling, self-esteem, personal warmth, commitment, and involvement an employee has towards the organization and its values.”

– Venka Reddy Pride is a powerful motivator in any organization, and a sense of pride for belonging to a prestigious organization like Sigma almost always improves membership satisfaction and chance of subsequent renewal. If your chapter is providing a positive and rewarding experience for members, using all of the levels of the sustainability pyramid thus far, a sense of chapter pride will develop among chapter members. Likewise, if the chapter is weak in any of the previously mentioned levels of the pyramid, members may experience less pride or satisfaction with belonging. It is important to be mindful of chapter pride because it directly affects the chapter’s image within the community. Members are likely to share their experiences with others–both good and bad.

Here are some ideas for building pride at the chapter level: • • • • • •

Create a positive, welcoming, and supportive environment.

Give members what they want! Distribute, collect, and utilize information from membership surveys.

Implement a rewards and recognition program for chapter members.

Make meetings, events, and interactions fun and engaging!

Celebrate chapter initiatives, successes, and achievements.

Ensure every member concern, question, or complaint is addressed within a timely manner and a solution is found.

Chapter pride also grows as a result of positive publicity. If members see that the chapter has a high regard in the community, filled with their friends, family, and colleagues, they will be more likely to value and celebrate their membership.

One of the greatest places to promote the chapter’s activities is in members’ workplaces, because many members have a strong desire for their employers to see the value in their Sigma membership. Chapters can work with deans, school officials, and chief nursing officers at universities and practice settings to create collaborative events and programs.

Chapters can also work to create awareness among potential members by having a presence at school of nursing functions such as student orientations and events in the local area such as community health fairs.

Tools like social media and chapter websites are very visible and effective in creating this kind of awareness and contributing to member pride.

Level Six – Volunteer/Lead The strength of any chapter relies upon its leadership, and the job of a chapter’s Leadership Succession Committee (LSC) is to ensure there are always candidates ready and capable to step up into leadership as terms end. Members of the LSC have an easier time filling the ballot when interacting with members who are proud and excited to further the chapter’s goals. Members who are ready for leadership are familiar with the mission and values, and their involvement in the chapter community inspires them to want to see continued success at the chapter level.

While you may or may not be serving on your chapter’s LSC, it’s important to understand the process for leadership succession. As a new chapter leader, you can understand that a highly effective leadership transition can set the tone for someone’s entire term and what a chapter leader will be able to accomplish. We also understand that a leadership transition that is not effective can lead to frustration and burnout among volunteers.

A chapter’s LSC should remember to make the “ask” personal; in other words, vet members carefully and reach out to interested and involved members one at a time to gauge their interest in serving in chapter leader roles. Again, there is often a gradual commitment when one gets involved in chapter leadership, starting with a non-board position like webmaster or newsletter editor. From there, nonboard leaders may be ready to run for an officer position. Examples of natural transitions include going from newsletter editor to Secretary, or from Membership Ambassador to serving on the Leadership Succession Committee or as Vice President. While this gradual transition is typical, some members may feel passionate enough to serve in a two-year board position right away, which is something the chapter’s LSC will need to evaluate.

The LSC can find great candidates when the specific roles are clearly defined, enabling them to choose members whose unique skills will be an asset to particular roles. For example, a chapter webmaster should be someone who is comfortable learning and using new technologies. Because virtual components like website management can happen at any time of the day, this could even be a person who works non-traditional hours and might not be able to participate with the chapter very often otherwise.

Another very important responsibility of the LSC is to ensure a smooth transition between outgoing and incoming leaders. What kind of training will be provided by the chapter, in addition to what is provided

by Sigma headquarters? A successful transition usually involves at least one orientation meeting, along with time for the outgoing and incoming leaders to discuss the status of chapter operations. When the LSC is able to explain these offerings before someone agrees to serve with the chapter, incoming volunteers are more likely to feel comfortable and prepared.

Because the chapter consistently refers to and incorporates the bottom level of the pyramid–Sigma’s mission and values–to remember why the chapter exists, the chapter will be continually educating members about the chapter’s value and plans to make chapter goals a reality. This only makes the job of the Leadership Succession Committee easier, resulting in more potential leaders and preventing burnout among current leaders.

Level Seven – Recruitment and Retention If all lower levels of the sustainability pyramid are working, momentum will build to successfully execute chapter recruitment activities and retention efforts. The practice of recruitment and retention is explained in much more depth by the Membership Lifecycle, which will be covered next.

Chapters can develop relationships with potential members by hosting recruitment events and adapting certain member events to include an element of recruitment. These dual-purpose occasions will allow your chapter to engage current members and form relationships with potential members. Some possible types of recruitment events include: •

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Meet and Greet – Invite guests to spend a few moments chatting with established chapter members in a relatively informal atmosphere. The chapter could provide light appetizers and beverages and ask members to share their positive membership experiences with attendees.

Professional Development Training – Events that offer skill development, such as how to interview, crafting resumes/CVs, etc. By opening these trainings to nonmembers, your chapter can demonstrate its value before membership even begins.

Study Sessions – Similar to the professional development training, study sessions deliver educational value to students before they are inducted. Ask established members to serve as study session leads, which is a skill they can then add to their resume!

Founders Day Celebration – Sigma was founded in 1922! The anniversary of our organization–5 October every year–is a great way to celebrate the historical significance of Sigma while forming relationships with potential and current members.

Nurses Week – Nurses Week, 6-12 May, and International Nurses Day, 12 May, are the perfect reason to create exposure for your chapter in as many community settings as possible, because almost everyone knows a nurse! Use this time to make the public aware of what your chapter is doing to support the profession.

Refer-A-Friend Event – Ask members to bring a friend, who is either not a member or whose membership has lapsed, to an event where that person will get to network with current members and nurse leaders. These opportunities can be virtual or in-person, and serve a dual purpose: recruitment and retention. They allow nonmembers to see the value in active membership, and they allow current members to have a fun time networking with friends and colleagues.

To incentivize members to participate in recruitment events, chapters can consider offering door prizes or raffles for things like Sigma apparel and books, gift cards, or even monetary prizes like free dues for a year! This is something to consider for inactive members who come to events as well; ask them to recommit to your chapter by renewing, and they will be entered into a drawing to have their dues paid during their next renewal cycle.

All of these activities, plus the efforts made to be successful in the other levels of the pyramid, directly contribute to member retention. If a chapter’s current members are excited about and proud of their chapter experience, as well as actively involved in a fashion that suits them individually, they will be eager to remain an active member of the chapter. The Membership Lifecycle further explains the stages a member will go through on their way to becoming a renewing member of their chapter.

Understanding the Membership Lifecycle The Membership Lifecycle represents the journey someone will take as they first learn about Sigma, all the way through joining, getting involved, and eventually making the decision to renew.

Stage One – Make an Introduction The first stage of the Membership Lifecycle is the introduction phase, when potential members and the community become familiar with the chapter and its values and initiatives. This is an opportunity to showcase the ways the chapter embodies Sigma’s mission and vision, and how the chapter serves its members. This stage is different than recruitment, as activities done during the introductory stage are simply meant to raise awareness and create recognition for the chapter.

When done effectively, this introduction provides prospective members with the information needed to generally understand why people choose to join the chapter. It also helps create brand awareness so the chapter is recognized by name or logo, and others can generally explain what the chapter does. In essence, the introductory phase is used to establish a frame of reference for the chapter and ensure individuals can make informed decisions when moving on to the other stages of the lifecycle. When chapters wait to introduce candidates to Sigma until it’s time to recruit them for the next induction cohort, there is a lot of work to be done, and on a time limit.

Chapters can and should take strategic steps to create a successful introduction: 1. Define Identity and Chapter Value - Ensure chapter members know how to speak about the chapter and its purpose. One of the most effective ways to get people interested in Sigma is by word of mouth from current members who are happy about their membership experience. Members who are prepared to talk about their chapter will know things like:

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The chapter Greek name and affiliated institution(s) of higher education and practice settings Sigma mission, vision, values, and purpose The benefits they receive from being an active, dues-paying member Chapter-specific contact information, such as the chapter’s website address

- Develop a value proposition statement, which is a short, clear statement of the concrete results a potential member will receive from investing in the chapter.

- Chapters can also work with members to develop pitch speeches, or “elevator speeches.” This speech is short and to the point, usually 30 seconds or less (the time it would take to ride on an elevator with someone), that combines the basic chapter information, the value proposition, along with personal information about why the speaker is a member. Chapters can help members understand the powerful impact they can have through word of mouth.

- Use correct Sigma branding, and frequently communicate the chapter name, logo, links to online platforms, and contact information. This will make the chapter easily recognizable and create awareness, even if it is passive.

2. Manage Member Satisfaction - As already mentioned, satisfied members are a chapter’s best advocates and channel for introducing and recruiting people to Sigma. Survey members frequently to find out what the chapter can do to create an exceptional membership experience that they will want to share with others.

- Create a sense of community and a welcoming environment through things like frequent communication, inclusion of all membership segments, and positive recognition.

- Develop ways for members to get involved, like volunteer opportunities and meaningful programming. The more involved someone is with the chapter, the better prepared they will be to speak about the organization and their membership experience. Creating these kinds of worthwhile interactions is crucial to building a satisfied member base.

3. Create Awareness and Build Reputation - Use publicity efforts like social media, local media spots, and speaking engagements to establish the chapter’s reputation. Convey to the community what your chapter and its members are doing to support the profession and add value.

- Increase the chapter’s presence in member workplaces by providing gifts during Nurses Week, distributing recruitment material that details the honor of being a Sigma nurse, or hosting educational or professional development events. These kinds of activities increase exposure to other potential candidates and further instill pride in current members, who indicate employer recognition for their membership is very important in their decision to renew.

- Partner with other organizations in the community that have similar goals to develop mutually beneficial relationships and seek out sponsorship and philanthropic opportunities to increase brand awareness. These could include other schools of nursing where there is not a Sigma chapter, student and alumni organizations, local high schools, local nonprofit organizations, and hospital or practice settings.

Stage Two – Recruit New Members Recruitment is the active process of attracting qualified candidates. The purpose is to develop welleducated potential members who are likely to accept the invitation to join. If the chapter has been successfully introduced, then the recruitment phase of the lifecycle will be easier and more successful.

The chapter will be able to spend less time educating about what the chapter is and its purpose, and more time explaining the benefits of membership.

For example, when students see recruitment posters on campus or someone receives an informational brochure from a colleague, they will already have the background information to know generally what Sigma is and what the chapter does. If the introduction was favorable and the chapter reputation remains strong, these pieces will be intriguing. If an introduction hasn’t been made and people see a brochure, letter, or poster with no context, it is much more likely to be ignored.

Recruitment isn’t exclusive to Sigma chapters; there are recruiters for hospitals and other professional workplaces, fraternal organizations, specialty nursing organizations, and many more groups. Although Sigma may not be a direct competitor with some of these examples, chapters are always competing for a candidate’s attention, time, and money. Sigma chapters should be well prepared to invest time and energy into the recruitment process after an introduction has been made, but before the chapter is ready to send invitations for the next induction cohort. According to Sigma’s 18-month recruitment calendar, which actually begins in the Introduction phase, there should be about seven months between when active recruitment begins and invitations are issued.

Sigma chapters have experienced much success by hosting events and programming during the recruitment phase. As explained earlier when discussing the “Recruitment and Retention” tier of the Sustainability Pyramid, this helps others understand the breadth and capacity for success of the chapter and allows the chapter to have meaningful, live (whether in-person or virtual) conversations with others. The idea is to give potential members a glimpse of the value of Sigma membership, and what they will receive for joining. Reference this list in this earlier section of the guide for a reminder.

Another key to recruitment is creating a welcoming environment people are excited to be a part of.

Throughout the recruitment period, this can look like sending thank you cards to recruitment event attendees, sending evaluations and asking for feedback, and providing literature and answers to questions before they are even asked. A welcoming environment is one that: • • • •

Is full of enthusiasm, respect, and positive energy Supports working together and building rapport with one another Encourages questions and feedback Discourages intimidation

To help create a welcoming environment throughout the recruitment stage, some chapters form a welcoming team or committee that assists with in-person or virtual events. This team works to seek out first-time attendees to help them feel comfortable, introduce them to other chapter members, and be their main point of contact if they have any questions.

Chapters can also work to create a welcoming environment online, by ensuring website and social media content is kept up to date, and visitors know where to turn if they want to get in touch with chapter leadership.

Stage Three – Induction The third phase, induction, is where the success of the introduction and recruitment will translate into gains for the chapter. At this point, the chapter is ready to begin working in the Online Induction System (OIS) to issue invitations.

When chapters understand and utilize the membership lifecycle, the invitation to join Sigma is never a surprise for candidates. As has been explored, it is imperative that candidates be effectively introduced and recruited to join in order for chapters to see the best acceptance rates. Otherwise, chapters run the risk of overlooked invitations, fewer inductees, and a loss of potential revenue. When candidates do not understand what they are being asked to join, chances of acceptance are reduced.

It is the job of the chapter’s counselor(s) to utilize Sigma’s membership eligibility criteria from the bylaws to determine and invite candidates to the next induction. A chapter’s Governance Committee is also encouraged to use one of Sigma’s eligibility exception clauses to extend an invitation to as many candidates as possible. You can view both the criteria and the exception clauses in the All Chapter Officers Workgroup.

In the Online Induction System, chapters issue formal invitations and can send reminders, track acceptance rates, and pull various reports related to the induction. Members will also receive a mailed invitation from Sigma after the email invitation has been sent. Chapters are encouraged to send this invitation roughly 8 weeks in advance for in-person ceremonies, and approximately 6 weeks in advance for virtual ceremonies. Review Sigma’s induction checklists for more considerations The communication does not stop when the invitations are issued, however, and chapters are asked to continue some form of active recruitment throughout the acceptance period. This would include sending an “expectations email” to let candidates know they will be receiving an invitation, following up through one-on-one phone calls or messages, and holding a prospective member meeting–an important opportunity to build excitement for the induction and give candidates a full understanding of what to expect from the ceremony and their membership.

The ceremony itself, whether virtual or in-person, is an opportunity to celebrate inductees’ achievements, explain Sigma’s rich history, and educate inductees that this is just the beginning. After the ceremony, many chapters conduct a brief survey of new members to determine membership expectations and identify unanswered questions. All of this will help the chapter plan for the next stage of the lifecycle, orientation.

Stage Four – Orientation The orientation phase of the lifecycle is when members will be introduced to the ways they can make the most of their membership and establish a connection with the chapter. Without this connection, members may become disengaged and forget the value that made them join initially. About half of new Sigma members will not renew into a second year, so orientation is a crucial time to help them find what they love about Sigma and their benefits.

Chapters should capitalize on a new members’ induction excitement and hold an orientation session soon after, but preferably not in conjunction with, the induction ceremony. Chapters should also invite

recently transferred members and those who have recently renewed after a period of inactivity. The items covered in a new member orientation session explain how to make the most of membership and ways to get involved, including: •

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Chapter and board structure. Explain who is involved in chapter leadership, how members are elected to the board of directors, and what the board oversees. Ask chapter leaders to introduce themselves, talk about their roles, and share their professional development experiences.

Describe your chapter’s committees, task forces, and other volunteer opportunities.

Sigma history. Members may have received some of this information during induction, but use this time to reiterate Sigma’s long, prestigious history. Be sure to tell members about the values, goals, and mission of the organization and the chapter, to further tell the story of the importance of Sigma to the nursing profession.

Upcoming activities. Share details about all upcoming chapter events, programs, and other opportunities for involvement. You can also share upcoming activities at the headquarters level, like the current month’s member webinars. Inform members about where they can go to seek out this information, like on the chapter website or social media.

Accessing benefits. Do a Sigma “show and tell,” by sharing fliers, web addresses, and important links to help members find access to their benefits. If computers are available or the orientation is being held virtually, demonstrate how to access benefits and encourage members to try it for themselves. Cover things like The Circle, accessing journals, the My Membership portal for renewals and updates, how to find free member nursing continuing professional development, and special members-only discounts at the Sigma Marketplace.

Communication norms. Let members know how and when they will hear from the chapter and headquarters going forward about things like activities, renewals, and important updates. This is a good opportunity to help members add Sigma email addresses to safe-sender lists, and make sure they know how to update their own contact information. To improve deliverability, members should update their email addresses to something that is not issue by the university.

They should also be reminded to update their mailing address if need be. Share chapter and headquarters contact information so members always feel prepared if they have a question or need to get in touch.

What it means to be active. Some new members might have overlooked information about the annual renewal, and that dues must be current in order to preserve member benefits.

There is a lot to cover to help a member feel confident approaching their new membership, which is why chapters are encouraged to take an ongoing approach to orienting members. Think about the last time you started a new job – the orientation process likely took several weeks or even months. It’s helpful for members to receive all of this information about their new membership in a way that is easily remembered and not overwhelming. Some chapters hold an orientation series with multiple sessions for new members, or supplement a meeting with additional newsletters, tip sheets, and fliers throughout a member’s first year.

A strategic and carefully executed orientation will help members understand how to get involved with the chapter right away and design a meaningful first year of membership. The onboarding process lasts well into a member’s first year, and may even overlap with the next stage, involvement.

Stage Five – Involvement A member’s decision to renew will be based on the value of the experience they have received, and chapters can help members get involved by continuously communicating opportunities to participate, and ensuring they are taking advantage of chapter and Sigma benefits. In many ways, helping members get involved and stay involved is like a continuation of the orientation, with the chapter constantly reiterating ways to make a Sigma membership valuable and worthwhile.

One of the most important components of keeping members involved and engaged is through regular communication. Members want to be informed of the chapter’s progress and activities and need to be reminded of benefits and other Sigma offerings they can take advantage of, as well as any new initiatives that are introduced. A chapter may offer exceptional member benefits, but if they are not communicated to members, they may not be perceived as valuable.

Keeping members informed plays a large part in creating relationships and helping them establish a connection to the chapter and organization. Communication is one of the levels of the Sustainability Pyramid because it is absolutely crucial to a chapter’s success. The first step to keeping members continually involved is to create a communication plan that aligns with the chapter’s strategic plan and the Membership Lifecycle. Sample templates are available in the All Chapter Officers Workgroup.

Besides effective communication, other strategies to help keep members active and engaged with the chapter are: Asking for feedback. A simple way to keep members involved is to provide exactly the kind of membership they want. Surveying members regularly allows the chapter to assess what members want and need, and then create benefits and programs to support them in their membership. Nursing is an ever-evolving profession, and the needs of members now may be different that the needs of members even five or ten years ago. Most chapters conduct at least one annual member survey, but many others supplement this by conducting surveys after events, inductions, and after someone renews or lapses.

Establishing volunteer programs. This idea has been discussed frequently, because it is such a vital way to help members get involved and feel valuable for their contributions. Create committees and task forces, ask members to help at events, organize philanthropic activities in the community, or create virtual opportunities members can do from home. Many chapters also recognize their volunteers through rewards or an annual recognition event, to help further highlight they value they have given back to the chapter.

Ensuring accessibility. Is your chapter offering benefits and services for each membership segment? A career mentoring program might be valuable for some, but what about your members who are already in the workforce? Likewise, do you only hold membership meetings in the evening? You may be excluding members who work the night shift or are raising families.

Utilize a Membership Involvement Committee. The members on this committee work to create the ideal membership experience. While other chapter leaders focus on the specific duties assigned to their role, the sole purpose of these leaders is to ensure the chapter is offering what members want, and serving as the liaison between members and the board. They can ensure that all of the chapter’s activities, initiatives, and communications are member centric.

Create membership ambassador positions. The Membership Ambassador and Retired Membership Ambassador positions serve as liaisons between new and retired members and chapter leadership.

These positions give members another opportunity to be involved and advocate for each other to make sure benefits and programs exist for all stages of members. Position descriptions are available.

Stage Six – Renewal Renewal is the final stage of the Membership Lifecycle, and success will be determined by the chapter’s efforts during the other stages. If the chapter has made concerted efforts to create an ideal membership experience, using both the Sustainability Pyramid and Membership Lifecycle, this decision is hopefully an easy one for members.

Early involvement among members is one of the key ways to impact renewals, and the most critical time for a member is when they approach the first renewal after one year of membership. By the time a member makes it to the renewal stage, they will already have a good understanding of the value of membership. For members who are considering not renewing, the supplemental messaging provided by the chapter is imperative.

Sigma’s Renewal Cycle • • • •

The renewal process begins three months prior to a member’s expiration date.

Within this three-month period, members can receive up to five different email reminders and three mailed notices. Members can renew online or by mail.

Additionally, members receive reminders in Sigma Update and on The Circle as they approach the renewal date.

If a member has lapsed, they receive additional communication including an exit survey and a biannual newsletter with society updates.

Chapters should help facilitate this process by supplementing the messaging sent by Sigma headquarters, as well as making concerted efforts to keep in contact with inactive members. Sigma’s communications will highlight benefits at the international level, but chapters should also craft messaging about chapter-specific benefits and resources. Samples and templates are available in the All Chapter Officers Workgroup on The Circle, some of which are written for new members renewing after one year.

As mentioned, once someone has let their membership lapse, they hear from Sigma twice a year through an electronic newsletter. The chapter can also help supplement this messaging to encourage expired members to reactivate membership. Chapters should establish a habit of pulling the “All Activity – Last 90 Days Report” regularly from the Chapter Management System to identify people who have recently lapsed.

Much of Sigma’s communication is through electronic means, so the chapter can take additional measures to speak with renewing members on the phone or in-person. As mentioned, peer-to-peer trust is higher than organizational trust. Consider creating a committee or volunteer opportunity to get members involved with a calling campaign or an event aimed at reengaging lapsed members.

One of the very best ways to help members in the renewal phase is to create a strategic plan that incorporates all aspects of the Membership Lifecycle. When a chapter takes the time to craft a strategic plan, taking all membership segments into account, it allows the chapter to set goals for an ideal membership experience. Strategic plans help chapters evaluate and update programs, services, and benefits that are incentives for renewal, and informs actionable approaches for each phase of the lifecycle.

Questions? Contact us!

888.634.7575 (US/Canada toll-free) +1.317.634.8171 (International) chapserv@sigmanursing.org SigmaNursing.org/ChapterLeaders