The following report was submitted to the Executive Board for discussion at the board meeting in Houston in January 2006.
The task force ended 2005 by completing the research phase where internal leaders, staff and board members were interviewed along with other association leaders to determine what was successful and what was not with the geographical organization of the respective association.
The research methodology involved:
1. Interview with Linda Broussard.
2. Summary of last year’s chapter annual report.
3. In-depth, personal interview with 7 chapter leaders from the United States, United Kingdom, Canada, Uganda and Mexico.
4. Survey of 19 questions to the Leadership discussion list of which 72 leaders participated.
5. 5 in-depth interviews with membership coordinators from ARMA – American Records Management Association, ASHRAE- American Society of Heating, Refrigerating and Air-Conditioning Engineers, Toastmasters and SPE - Society of Plastics Engineers and SAE (International Society of Automotive Engineers).
The research provides a clear indication that there are issues with the current chapter model and more work needs to be done to expand SLA past North America. However the chapter model remains a popular means to provide networking and a local “face” for the association. Technology has helped the chapters but more is demanded.
The following provides 10 issues uncovered in the research with possible solutions for consideration:
1. Geography: Great variety of chapter sizes and geographic spread.
Advice:
• Regional meetings instead of /in addition to annual conference.
• Pay or subsidize international members who serve on committees to come to conference.
• Move administration to large geographic centres so smaller regions (currently considered small chapters) can focus solely on programming.
2. Administration: Currently ask the chapter organize themselves but issues continue to be reported. Additional work involved with membership, finances, etc too draining.
Advice:
• Take recommended practices one-step further and suggest models based on size, geographic spread, language and culture.
• SLA can provide templates for chapters for website, program announcements, etc.
• Leadership discussion list expanded to all chapter board members.
• Move administration to the large geographic centres.
3. Language: Different languages are spoken or different words are used to describe the same thing. For example, Non-North American associations are known as “professional societies.” Translation can be expensive.
Advice:
• Translate SLA documents into other languages.
• Have regional representatives that can “translate” the SLA message to be effective.
• Do not cross languages in a chapter.
4. Culture: Concept of volunteerism can be different. For example, in India it is common for business people to delegate actual professional duties to staff or to hire someone to run things.
Advice:
• Have regional representatives that can advise on cultural differences.
• Do not cross cultures in a chapter.
5. Finance: Competition between units and SLA for vendor funds. Vendors are tapped for local meetings, annual conference and educational programs. Small chapters or chapters outside areas with many corporate headquarters lack density to attract vendor sponsorship. Chapters exist that deplete savings for programming rather than charge.
Advice:
• HQ or region reviews the chapter budget.
• Run programming with cost-recovery or small budget.
• Centralize vendor sponsorship with an equitable program for chapters.
6. Membership: 90% of chapters surveyed reported stagnant or declining memberships. Non-members get value from SLA through discussion list or an insignificant non-member increase to attend a meeting
Advice:
• More membership drives.
• Lower fees for developing countries.
• Data / resources to help combat downsizing of professional opportunities.
• Meeting differential could be much higher, or listserv only open for 3 months to non-members.
• Products and services of the chapter and SLA be available only to members.
7. Recruiting: Difficulty recruiting volunteers (tied to declining membership) and especially chapter leaders.
Advice:
• President-elects should learn to be president, not plan programs. Perhaps chapters should have a program planning position, which would work with president-elect and carry out program ideas.
• Spend time at library schools to develop new members in the association early.
• Look outside the traditional librarian profession for membership.
• Ensure succession planning with 2-year terms for positions.
• More practical training for leaders – current model on website and COP isn’t embraced – request for more face-to-face training
8. Marketing: SLA is not a well-known name outside North America and needs to market its authority.
Advice:
• Exhibit or sponsor at other industry trade shows.
• Write a manual on The Special Library (ensure its translated) that becomes the reason to join SLA.
• Translate materials into other languages.
• Determine goals for international expansion and tailor marketing strategy to the specific country via careful market analysis.
• Find the right strategic partner or ‘ambassador’ within each targeted country.
9. Technology: Virtual seminars require conference facilities and larger groups. Developing countries may not have access to advanced technology.
Advice:
• Web streaming and individual pricing rather than site pricing would allow for people to learn from their desktops
• Provide alternate materials or programs for developing countries.
10. Programming: Difficulties finding planners, speakers and meeting locations in a cost-effective manner.
Advice:
• Share more amoung chapters. Brainstorm on program ideas.
• Create speaker/topic/program database or tap into speaker lists and what has been done before.
• Provide programming on general management topics, workshops or training that can be taught by people outside the profession which will expand the speaker network.
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