1. Governance/Leadership
Chapters 2.0
Governance/Leadership
Greet and welcome attendees.
Thank person who introduced you…and chapter for extending the invitation.
Name of Presenter
Title of Presenter
Name of Meeting
Date

2. Charter Challenge the traditional chapter volunteer succession plans.
Identify opportunities to engage potential volunteers in a non-linear process – give them the ability to “step in and step out” of volunteer opportunities.
Review existing job descriptions and define competencies for volunteer roles.

3. Chapters 2.0 Governance/Leadership Task Force
Volunteer task force of HFMA leaders across the association:
Marianne Muise, Hudson Valley Chapter, Region 2
Randy Hoffman, Nebraska Chapter, Region 8
Susan Novak, Wyoming Chapter, Region 10
David McCullough, Southwestern Ohio Chapter, Region 6
David Williams, Mississippi Chapter, Region 9
Chrissi Harding, Maine Chapter, Region 1
Billie Jean Mounts, Florida Chapter, Region 5
Paul Pedersen, Montana Chapter, Region 10

4. Guiding Principles
This recommendation is viewed as an organic, evolutionary process that recognizes that not one size fits all.
What follows is a vision of what the future structure could be.
Existing chapters and regions would determine if there is a need to redesign their geographical area to better serve member needs and create meaningful volunteer opportunities and experiences.

5. Common View – Local/Non-Local
Local – communities, supported by non-local and national, flexible/nimble with responsibility for:
Delivery of services
Engagement of members/not-yet-members
Collaborating on critical issues at the local level
Non-local – chapter, centralized governance, cohesiveness that provides standardization, standard platform for education development, technology considerations/platforms, leverage across the “locals”, representative to national education committee, drives HFMA standardization across each non- local, accountable for success of all locals within their “non-local.”

6. Governance
Defined as by-laws, policies, fiduciary responsibility, reserved powers and decision making authority. National to provide a template.
Governance would be developed and reside at the non-local level with teams executing/delivering at the local level.
Chairs for education, engagement, networking, treasury and sponsorship would reside at the non-local level supporting the teams delivering at the local level. Volunteer committees would be formed at the national level to share best practices across all non-locals and drive standardization as needed.

7. Education Local Non-Local National Planning Content identification
Design events
Set local calendar
Event logistics (site identification)
Representative (team lead) on Non-local committee
Development
Content development that meets local needs
Customizing to local needs
Delivery
Onsite coordination
Deliver on the member experience
Evaluate
Analyze evaluations
Design events that cross multiple locals
Managing/lead calendars and planning across locals (save the date)
Technology
Marketing events (what’s going on in each market) – fulfillment point
Content development
Where possible, event logistics – additional resources to support local events (team?)
Monitor results across all locals
Quality assurance of the deliverables
Responsible for consistency and the member experience
Oversight of local education (teams/committees)
Volunteers from each region
Advisor to non-local/local
Assist in planning
Recommend topics/speakers
Advise on delivery methods/technology
Assist in communication
Managing calendars across all non-locals
Develop content
Review results across all locals

8. (Implementation & Delivery) (Planning & Standards)
Engagement
Local
(Implementation & Delivery)
Non-Local
(Planning & Standards)
National
Engagement/Connectivity (Members)
Robust onboarding process – personal touch
Networking events
Mentoring programs (optional)
Engagement/Connectivity (Volunteers)
Recruit Local Volunteer
Develop opportunities for micro- volunteers (committee member)
Planning – onboarding, networking, engagement
Volunteer Recruitment Plan- Define and Standardize
Volunteer leadership development /succession planning
Develop volunteer toolkits
Development of onboarding process template
Mini task force to review national resources for new member engagement (recommendation)
Member Satisfaction Survey

9. (Implementation & Delivery) (Planning & Standards)
Communication
Local
(Implementation & Delivery)
Non-Local
(Planning & Standards)
National
Communication
Meeting notices
Feed content to non-local website
Push content related to local events, communication
Coordinating with Non Local for Calendar of Events
Newsletter (not required)
Meeting notices; establish standards
Reach out new members
Website management
Representative to Communication /Member Survey Planning Committee
Push content related to non-local events, communication
Set policy/standards for social media/app usage
Managing Calendar of Events
Common website platform
Communication/Survey Planning Committee
Social media/app strategy and platforms
How this is operationalized and financed will be determined by each Local/Non-Local group. For example, a Non-Local could utilize administrative support to take burden off local volunteers.

10. Sponsorship Local Non-Local National
Sponsorship must support local efforts and is critical to local sustainability. It is imperative to move carefully through any potential changes to the current model. We must ensure that all sponsorship perspectives are brought into the conversations and discussions: i.e., local sponsors, regional sponsors, national sponsors desired results and how they potentially impact each other.
Local
Non-Local
National
Engage sponsors based on sponsor needs and local opportunities
Set price and deliver for local programs utilizing non-local framework/guidelines
Report sponsorship activities to non-local
Engage sponsors as appropriate – based on sponsor need
Share best practices and activities with locals.
Develop/define responsibilities for local and non-local. Include a feedback process loop for sponsors.
Develop guidelines, value proposition, framework/matrix in conjunction with local representatives.
For non-local programs and locals without a sponsor volunteer – set price and deliver.
Coordinate and help define what is local and non-local sponsorship. Bi-directional conduit for sponsors and local.
Develop national volunteer task force (committee) to address longer-term issues/sustainability (lack of providers at events), determine possibility of standardization of sponsor benefits, events vs. “corporate” sponsorships
Support non-local/local efforts (not looking to marry non-local and national)
Share best practices and toolkits

11. Finance Local Non-Local National
If Treasury at local level, transactional support could be provided at local level (bookkeeping)
Accountability to the budget
Budget, Forecast and Actual
Authority within budget to execute
Propose Pricing/Rates/Fees
Report to Non-Local
Treasury for local and/or non-local events and operations
Treasurer (decision maker, policy, budget)
Controller (internal controls, financial review)
Manage and Monitor Budget, Forecast and Actual
Establish authorization matrix
Approve and Monitor Pricing/Rates/Fees
Directing funds
Evaluate opportunities for grouping efficiencies (cost savings)
Governance, fiduciary responsibility related to Treasuries
(Heavy lifting done at non-local level)
Provide platform for bookkeeping (Bill Highway?)
Transactional (ie: Merchant Numbers)
Reporting/IRS
QuickBooks
Value of the treasury is there to support the membership and enhance the member experience. With that as a guiding principle, merger of finances to be determined by the collective non-locals. Consider use of CAT facilitation to work through this decision with the understanding that any decisions must be in compliance with IRS rules. (Call out flexibility to design as agreed to by local & non-local entities)

12. Examples of How This Could Work
The following slides outline examples of possible structures as a starting point to generate discussion. Example #1 is a state with multiple chapters today. Example #2 is a current Chapter or Region that due to its size may not be reaching all members/potential members today with their current structure.
Both outline similar approaches in that governance and Vice Presidents would reside in the inner circle (labeled “Chapter”) responsible for what is outlined on the previous slides as “Non-Local” – centralized governance and functions that create efficiencies.
The local “Community” would be responsible for delivery of services and the face-to-face interaction with members/non-members. The volunteers in the Community would also receive services from the Chapter and work with them on planning and development of services.
There could be shared services between the Non-Local (chapter) and Local (community) where it makes sense such as sponsorship. For example, if the majority of members in a community are from a critical access hospital, there may not be a resource for sponsorship. That resource might be shared with the chapter.

13. 1. Community/Chapters Example – Statewide
Large Community
CAH
Teams –within a defined geography
Not all positions exist in each locale
Large Metro Area
Education
Chapter
Governance
Community Chairs* (E,N,G,T,S)
Networking
Engagement
Sponsorship
Treasury
Example #1 is a state with multiple chapters today. Example #2 is a current Chapter or Region that due to its size may not be reaching all members/potential members today with their current structure.
Both outline similar approaches in that governance and Vice Presidents would reside in the inner circle (labeled “Chapter”) responsible for what is outlined on the previous slides as “Non-Local” – centralized governance and functions that create efficiencies.
The local “Community” would be responsible for delivery of services and the face-to-face interaction with members/non-members. The volunteers in the Community would also receive services from the Chapter and work with them on planning and development of services.
There could be shared services between the Non-Local (chapter) and Local (community) where it makes sense such as sponsorship. For example, if the majority of members in a community are from a critical access hospital, there may not be a resource for sponsorship. That resource might be shared with the chapter.
Large Community
*Committee Chairs from local communities meet with chapter VP’s for purposes of planning and ensuring work is not duplicated between communities and the chapter
Large Metro Area

14. 2. Community/Chapter Example – Existing Region
Large Community
CAH
Teams –within a defined geography
Current Chapter
Not all positions exist in each locale
(Region)
Chapter
Governance
Community Chairs* (E,N,G,T,S)
Education
Networking
Engagement
Sponsorship
Treasury
Example #1 is a state with multiple chapters today. Example #2 is a current Chapter or Region that due to its size may not be reaching all members/potential members today with their current structure.
Both outline similar approaches in that governance and Vice Presidents would reside in the inner circle (labeled “Chapter”) responsible for what is outlined on the previous slides as “Non-Local” – centralized governance and functions that create efficiencies.
The local “Community” would be responsible for delivery of services and the face-to-face interaction with members/non-members. The volunteers in the Community would also receive services from the Chapter and work with them on planning and development of services.
There could be shared services between the Non-Local (chapter) and Local (community) where it makes sense such as sponsorship. For example, if the majority of members in a community are from a critical access hospital, there may not be a resource for sponsorship. That resource might be shared with the chapter.
*Committee Chairs from local communities meet with Chapter VPs for purposes of planning and ensuring work is not duplicated between communities and the chapter.
Current Chapter
Current Chapter

15. Local and Non-Local – Education Example
Chair
Education Committee Member
Focus-volunteers
Vice President Education
Education
Chairs
Education Committee Member
Focus-volunteers
COMMUNITY
(Local)
CHAPTER
(Non-Local)
Example #1 is a state with multiple chapters today. Example #2 is a current Chapter or Region that due to its size may not be reaching all members/potential members today with their current structure.
Both outline similar approaches in that governance and Vice Presidents would reside in the inner circle (labeled “Chapter”) responsible for what is outlined on the previous slides as “Non-Local” – centralized governance and functions that create efficiencies.
The local “Community” would be responsible for delivery of services and the face-to-face interaction with members/non-members. The volunteers in the Community would also receive
services from the Chapter and work with them on planning and development of services.
There could be shared services between the Non-Local (chapter) and Local (community) where it makes sense such as sponsorship. For example, if the majority of members in a community are from a critical access hospital, there may not be a resource for sponsorship. That resource might be shared with the chapter.
Education Chair oversees education at community level and serves on Education Team at Chapter level
VP Education oversees education at chapter level and brings community chairs together to oversee/monitor/ support education delivered throughout the chapter.

16. MEMBER Chapter Competencies Community Competencies PARTICIPATES
INDUSTRY SME
Demonstrates Expertise
Outcome: Giving Back
Chapter Competencies
•Financial Acumen
•Strategic Thinking
•Collaboration
•Listening
•Facilitation
•Team Building
•Consensus Building
CHAPTER OPPORTUNITIES
COMMUNITY OPPORTUNITIES
MEMBER
STRATEGIC LEADER
ADVOCATE
PARTICIPATES
Board Officer/Director, Vice President
Outcome: Leadership Development
Task-focused, Micro-volunteers
Outcome: Engagement
Outcome: Learning, Connecting
Community Competencies
•Communication
•Strategic Thinking
•Project
Management
•Time Management
•Writing
•Mentoring
CHAMPION
Community Chair, Committee Members
Outcome: Professional Development

17. Expectations
The Task Force offers this as a vision of what the future could be. While each chapter/region will determine what best serves members at the local level, it is expected that:
Regional Executives and chapter leaders will explore potential opportunities during Fall Presidents Meeting – September 2018
Chapter leaders will share the outcomes of those discussions with their boards after Fall Presidents Meeting.
Regional Executives will follow up with chapter leaders to determine what if any opportunities exist and support the chapter leaders.