| Depending on which assn exec is asked, chapters are either the bedrock of an assn, or the source of headaches—or both at the same time! However, when functioning well, an assn that has a strong natl or intl headquarters, backed by a strong chapter network, is a force to be reckoned with and may well be the model that is best suited to the needs of globalization.
“Global localization” is the rallying cry for those wishing to be effective competitors in the global economy. However, rising to this challenge can be difficult for many. Most for-profit corporations and governmental organizations that claim to be both global and local have found themselves burdened with costly, slow-moving infrastructures. This made them less adaptable and less able to identify and take advantage of market trends and opportunities. Largely for this reason, the greatest growth rates in intl businesses are found among small- and medium-size enterprises. Instead of trying to cover the globe by opening up offices, these smaller firms adapt quickly to market opportunities and trends by forming strategic alliances or other complementary, project-driven relationships.
Chapters can and should provide assns the same local relevancy and coverage. But many assn execs complain of chapters functioning at cross-purposes to headquarters or not functioning at all. To tame this indiscipline, assn execs sometimes spread out the headquarters staff into chapter regions. This may allow more control, but also creates another problem by building the costly, wide-flung infrastructure that is so unwieldy to other organizations.
Chapter Guides
The challenge for assns is to form a chapter network that is more than a series of strategic alliances or partnerships, but less financially burdening than a wholly owned and operated chain of offices. Following are some guidelines for achieving this balance.
- Create a template for self-organizing chapters. There is either a need for a chapter or not; don’t waste time and other precious resources trying to force the creation of a group that does not see it is in their own self interest to do so themselves. Describe the minimum numbers and standards that need to be achieved for a chapter to have official recognition and the services/benefits that will be available from headquarters when they achieve this status. Write-up “best practices” showing how well-run chapters are created.
- Create chapter bylaws that build on and complement your assn’s own bylaws. Ensure the chapter is faithful to the organization’s overall mission while clarifying areas where chapters are expected to lend value to local mbrs. Ensure enforcement mechanisms are built into these by-laws to allow headquarters to disband a chapter that strays from the guidelines. Also, ensure the assn’s name, logo and intellectual property rights are protected. For further protection against liability you may want to consult your attorney to develop a legal “firewall” against lawsuits stemming from unauthorized chapter activity.
- Share the assn’s strategic plan and work with chapters to define those strategic objectives that only they can accomplish. Set target deadlines that will allow everyone to measure progress and ultimate success.
- Ensure good communication. Incorporate chapters into the assn’s conferences and overall activities. Develop regular communications vehicles and well-understood methods for working through any crises that may come up.
- Make chapter relations part of the job responsibilities of someone at headquarters and provide growth or satisfaction targets by which that person’s performance will be measured.
- Work out how money will be handled, what stays at the chapter level and what goes to headquarters. The best way to determine this is to tie costs directly to services rendered and to be as specific as possible; ultimately the mbrs or users of these services will determine their value.
Chapters are never hassle-free, but when developed and run diligently they can be the crucial tool assns need to remain relevant in a fast changing global environment. |
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Reprinted by Permission