Membership Marketing Plan by dnc16003

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									                                                                                   EBD #12.46
                                                                                    2006-2007




TO:            ALA Executive Board

RE:            Membership Development Plan


ACTION REQUESTED/INFORMATION/REPORT:
          Information Report


ACTION REQUESTED BY:
          Keith Michael Fiels, ALA Executive Director


CONTACT PERSON:
          Keith Michael Fiels, ALA Executive Director, 312-280-1392
          Cathleen Bourdon, Associate Executive Director, Communications and Member
              Services, 312-280-3217


DRAFT OF MOTION:
          N/A


DATE:          April 10, 2007

BACKGROUND:
         Goal Area V of the Ahead to 2010 Strategic Plan addresses ALA membership.
         The Communications and Member Services Department has developed the
         attached Membership Development Plan to establish member recruitment and
         retention goals and strategies as the first step in achieving the objectives set out
         in this goal area.




Attachment
                                                                  EBD # 12.46
                                                                   2006-2007

Membership Development Plan
Ahead to 2010

Prepared by John Chrastka
Manager for Membership Development


            1. EXECUTIVE SUMMARY

            2. MEMBERSHIP DEVELOPMENT WITHIN ALA
               2.1 Functions of Membership Development Staff
               2.2 Ongoing Recruitment and Retention Projects


            3. ENVIRONMENTAL CONSIDERATIONS
               3.1 Internal Factors
               3.2 Personal Members
               3.3 Organizational Members
               3.4 Corporate Members


            4. RECRUITMENT GOALS AND STRATEGIES
               4.1 Goals for Recruitment
               4.2 Personal Member Recruitment Strategies
               4.3 Organizational Member Recruitment Strategies
               4.4 Corporate Member Recruitment Strategies


            5. RETENTION GOALS AND STRATEGIES
               5.1 Goals for Retention
               5.2 Personal Member Retention Strategies
               5.3 Organizational Member Retention Strategies
               5.4 Corporate Member Retention Strategies


            6. FINANCIAL PLAN
               6.1 Chart One: Personal Dues Projections
               6.2 Chart Two: Organizational Dues Projections
               6.3 Chart Three: Corporate Dues Projections
               6.4 Calendar of Implementation


            7. Appendix
               Ahead to 2010 Goal Area for Membership




                                     Page 1 of 16
1. Executive Summary

      This Membership Development Plan is intended to directly inform work output from the
      Membership Development functions of Communications and Member Relations while
      indirectly informing other ALA units‟ membership marketing efforts from FY 2007 – 2009.

      Overview

      As we begin implementation of the Ahead to 2010 strategic objectives and start to
      experience the results of the phased-in dues increase through FY 2007 – 2009, a
      program of member education focused on retention and base-building will be key to our
      success. Recognizing that strategies targeting our three member types – Personal,
      Organizational, and Corporate – will have discrete, measurable outcomes, this plan
      acknowledges that our efforts are interrelated and amplify each other. Further, the Plan
      includes a proposal to establish an Office of Membership Development as a new office
      within C&MR with staffing capable of fully realizing this plan.

      Objectives of this Plan

      Our overall objective is for membership recruitment and retention to exceed budgeted
      projections in order to provide a stable financial environment to implement and extend
      the goals of the Ahead to 2010 plan. Individual member types have measurable goals
      as well as more ephemeral goals related to member perceptions about the value of their
      association in their professional lives. Strategies will be realized with a responsibility to
      ongoing cost reduction initiatives and resource stewardship.


2.0 MEMBERSHIP DEVELOPMENT WITHIN ALA

      2.1 Functions of Membership Development Staff

      Membership Development‟s function is to increase membership roles while
      demonstrating the outstanding value of ALA products, programs, events, and services to
      members and potential members. To accomplish its mission, we conduct projects for
      membership retention and recruitment to all member types for ALA. Staff provide
      leadership and expert advice to ALA units on cultivating relationships with members and
      potential members. Staff is an advocate for members on initiatives that impact
      satisfaction with the Association. We provide members with venues for connecting to
      each other and the Association that support and advance libraries and the profession.

      2.2 Ongoing Recruitment and Retention Projects

         Enhance the Member Journey experience through every ALA channel with
          information about the wide variety of programs and projects that ALA does for the
          profession.

         Develop new social networking venues, both online and at conference, that enhance
          the connections between individuals and create affinity for ALA as the „connector‟,
          with opportunities to individualize one‟s experience of ALA.



                                               Page 2 of 16
        Develop or extend the ALA Member Blog, the ALA Member Flickr site, the ALA
         Membership MySpace page, the ALA Membership wiki, and various Annual and
         Midwinter Membership sharing / networking sites, while remaining responsive to
         other venues of interaction with current and prospective members.

        Improve the number and frequency of Annual and Midwinter attendance by the
         general membership.

        Work with units to enhance the delivery of programs at Annual and through CE for
         Students, New members, Support Staff, and Retirees.

        Work with divisions and round tables on dues structures that are inclusive and
         welcoming of all member types while providing a solid financial base for their work
         and supporting their overall strategic goals.

        Work with AL and AL Direct to provide an editorial environment that showcases
         members to members and extends the work of the 2010 plan.

        Continue to place articles in Chapter and professional publications about the value of
         membership for individuals and institutions.

        Improve the quality of membership web pages for information delivery and two-way
         communications with members in the new CMS.

        Improve the effectiveness of interdepartmental membership marketing and
         development work groups and task forces.

        Survey segments of the membership from time to time on the effectiveness of
         marketing messages, affinity for ALA, and their perceived and actual benefits from
         ALA membership.


3.0 ENVIRONMENTAL CONSIDERATIONS

     3.1 Internal Factors

     Staffing for Membership Development at the General Fund level lags behind what is
     necessary to accomplish the totality of the outcomes projected by this plan. The current
     incumbent is the sole staff member responsible for ALA marketing and member
     development activities.

     ALA is not organized around work functions. Our marketing budgets are not aligned with
     common goals or spent with common purpose. Our organizational structure disinclines
     staff to leverage savings in the marketplace through coordinated buying. Unnecessary
     staff duplication exists within various units and staff work output cannot be safely or
     easily coordinated to maximize our messaging to potential, former and existing
     members.




                                            Page 3 of 16
ALA‟s political alignment discourages involvement by potential members and provides
reason to drop for current members.

3.2 Personal Members

In Recruitment: Direct mail does not reach the right person with the right offer at the right
time; Support Staff perceive ALA as a Librarian‟s Association; students and job seekers
blame ALA for a failure to find employment; Join and Save benefits are not articulated
for Conference goers; Chapters are a more natural choice given the scope of potential
members perception of ALA and their own needs.

In Retention: Students drop membership after graduation and do not re-up upon landing
the first job; one- or two-year members who join because of ALA or Divisional
Conference discounts drop membership unaware/regardless of ongoing services; ALA
positions on issues alienate a constituency within the membership; dues increase will
create a permissive climate for dropping membership because of perceived or
convenient financial „hardship‟; retirement does not include continued support of ALA
because of financial issues or lifestyle priorities.

3.3 Organizational Members

In Recruitment: Personal member benefits are more favorable than Organizational for
conference attendance discounts, a disincentive to Organizational membership; our
historic Organizational „hook‟, the Oprah Book Club, has all but lapsed and is not easily
replicable.

In Retention: Current dues structure has not been evaluated since 1986 and may not
recognize current market conditions that can impede institutional membership;
Organizational member benefits are largely indistinguishable from Personal, especially
in our publishing program.

3.4 Corporate Members

In Recruitment: Our benefits package for Corporate members is largely tied to exhibit
space and does not include many benefits for non-exhibitors; success in Corporate
recruitment is therefore largely tied to the success of our last show. Messaging about
Corporate membership in our Ad sales materials and prospective exhibitor kits needs
review.

In Retention: Corporate members join for two reasons: a) access to markets, and b)
peer to peer marketing opportunities. We do not provide adequate visibility for
Corporate members within the general membership due to a historic aversion to
appearing „commercial‟; The dues structure has been under periodic review in the last
few years and actionable changes have been discussed but not moved to
implementation.




                                         Page 4 of 16
4.0 RECRUITMENT GOALS AND STRATEGIES

     4.1 Goals for Recruitment

     Personal Members
        Increase Student participation in ALA to 12,000 members, adding
        2,000 (+20%) in joint programs and basic membership.
        Increase Support Staff participation to 4,000 members, adding 2,000
        (+50%) in joint programs and basic membership.
        Increase divisional and round table participation by all ALA members
        by 5%.
        Increase reinstatements of former members by 5% yearly.

     Organizational Members

        Increase Organizational membership by 5% yearly.

     Corporate Members

        Increase Corporate membership to 320 and, in conjunction with the
        Development Office, improve the ratio of Champions to basic
        Corporate members.


     4.2 Personal Member Recruitment Strategies

     Markets:
           “Never-Been” Members including Librarians, Students, Support Staff, Rural
           Library Staff, Conference Attendees, and Trustees. Former Members including
           Students who are now staff and Lapsed Regular Members

     Channels:
          Primary: Direct Mail, ALA Social Networks, Conference and Midwinter, State
          Chapters, Student Chapters, Support Staff Conferences;
          Secondary: AL and AL Direct, ALA Website, Chapter Periodicals, ALA Journals,
          PBD Invoices and Inserts

     Librarians - Conduct coordinated direct mail campaigns in print and by email to
     Librarians that feature ALA and a relevant Division or RT as combined offer using
     selects based on type of work or type of library. Message around a) How ALA and Div
     impact worklife, b) How ALA efforts benefit libraries, and c) How ALA involvement
     improves personal career advancement. Use longitudinal tracking to de-select based
     on non-respondents characteristics to improve effectiveness.

     Students - Expand the Student Joint Member program in LIS, NCATE and LTA
     programs to new campuses while exploring pricing structures for institutions or alumni
     organizations to subsidize group membership by class or cohort. Through referral
     marketing, focus on messaging that demonstrates ALA resources for: a) connections to

                                           Page 5 of 16
each other, b) connections to the association, c) connections to career advancement,
and d) connections to member leaders.

Support Staff - Recruit Support Staff through direct mail, at support and
paraprofessional conferences, by referral through state and regional networks, and
through small market newsletter placements with messages about: a) HRDR & career
advancement resources, b) Washington Office and advocacy impact, c) LSSIRT
community, d) scholarships & awards, and e) connections to others in their field,
nationally.

Rural Library Staff - Recruit rural and small library staff through direct mail, ALA and
Chapter conferences, and ALA and other publications with messages designed to
educate about ALA interest and advocacy for their issues. Message around: a) the
Committee on Rural, Tribal and Small Libraries ongoing work, b) ALA-APA salary
advocacy, c) support given by offices for serving diverse and emerging populations, d)
Washington Office efforts to secure funding for all types of libraries, and e) distance CE
and collaboration.

Trustees - Develop, in conjunction with ALTA, a Trustee Orientation package that is
distributed via library directors of ALA member libraries that features education on good
governance, ALA/ALTA services and a membership message. Additionally, explore
options for flat rate or group pricing purchases of ALA basic dues for trustees based on
size and type of board.

Conference Attendees - Encourage conference attendance more widely among the
membership and recruit non-member attendees with messages designed to support and
extend the tangible benefits of the conference experience throughout the year, including:
a) access to vendor information, b) ongoing online CE, and c) opportunities to continue
the discussion and exchange of information with colleagues through communities.

Lapsed Students - Improve the level of communication with current Student members
to ensure a continuity of membership during their transition to the workforce. Message
in a keep-in-touch environment through personal communications about: a) awards and
scholarships, b) social networks that advance their career and personal life, c) services
for job seekers, and d) ALA services and programs which teach what isn‟t taught in
library school.

Lapsed Regular - Re-engage lapsed members through direct mail, telemarketing, and
non-ALA channels with messaging around: a) changes to ALA that improve the
membership experience since they lapsed, b) resources they may have overlooked
which improve their worklife, and c) opportunities to immediately find value for their
membership dollars.

All Members – Survey current and lapsed members on techniques and messages that
encourage member-to-member recruitment. Support with tools and training in best
markets for best practices the outcomes of these surveys and conduct concentrated
“member, get a member” campaigns of peer recruitment.




                                        Page 6 of 16
4.3 Organizational Member Recruitment Strategies

Markets:
      “Never-Been” Members, Lapsed Library Members

Channels:
     Direct Mail, AL and AL Direct, Division and RT Communications, PPO and Award
     Applicants

Enhance Benefits –
 a.  Work with Conference Services to inaugurate a benefits package for
     Organizational members‟ employees to register with exclusive discounts for
     group rates.
 b.  Work with Publishing to secure enhanced discounts for Organizational members
     above the rate for Personal. Explore options for new web-only products as well.
 c.  Work with CE Developers within ALA to provide for enhanced access or
     discounts for group purchases.
 d.  Continue to engage outside vendors for affinity programs that benefit the
     „business end‟ of running a library.

Overall – Expand marketing messages beyond library directors to target qualified
individuals with various job responsibilities who can influence a membership purchase
by the library for their area.

Never Been Members – Through direct mail and referral networks, market the current
benefits package more frequently, more discreetly, and less expensively than in prior
years. As new benefits come on line, use the full range of ALA channels to promote the
benefits, including AL and AL Direct, PIO, and relevant divisions and round tables.

Lapsed Members – Refresh, through direct mail and referral networks, the current
package of benefits using high-impact, low cost techniques. As new benefits become
available, re-introduce ALA Organizational membership.


4.4 Corporate Member Recruitment Strategies

Markets:
      Lapsed Members, Advertisers, Exhibitors, Award Applicants and Recipients

Channels:
     Conference and Midwinter, Award Information and Applications, Direct Mail, B 2
     B Contacts

Lapsed Exhibitors – Continue to work closely with the Development Office on common
goals for the program through joint effort in one-on-one recruiting of lapsed members at
Annual and Midwinter.

Advertisers – Integrate information about Corporate membership in Ad sales kits. Work
closely with Advertising Sales to cultivate potential members.



                                       Page 7 of 16
     Exhibitors – Integrate information about Corporate member benefits into exhibitor
     prospectus and include an easy to use application or check box for impulse membership
     enrollment. Continue one-on-one recruiting at Annual and Midwinter.

     Awards – Integrate information about Corporate membership into award applications for
     businesses. Explore options for including ALA Corporate membership as a perk of
     certain awards, especially through LAMA. Improve recognition of award winning
     corporate members through ALA channels.


5.0 RETENTION GOALS AND STRATEGIES

     5.1 Goals for Retention

     Personal Members
            Hold member retention to FY 2006 rates through 2010 dues increase
            implementation.

            Streamline the usability of the renewal process while improving the efficiency and
            accuracy of renewals.
            Promote both the features and benefits of ALA to constituent groups through
            traditional and new channels.
            Promote and extend services or programs that enable members to more easily
            maintain membership.

     Organizational Members

            Improve the benefits package for Organizational members with a focus on
            products and services produced by ALA rather than outside organizations.

     Corporate Members

            Improve the demonstrated value of the Champions and Corporate member
            programs with an emphasis on extending these members‟ reach to their
            customers in our other member types.


     5.2 Personal Member Retention Strategies

     Markets:
           Students to Staff, First and Second Year Regular, Retiring not Continuing

     Channels:
          Primary: Direct Mail, American Libraries, Telemarketing, Member Journey
          Communications, NMRT, Renewal Notices, Division and RT Communications,
          Annual and Midwinter Member Programs/Discussions
          Secondary: Student Chapters, Chapters and Affiliates, ALA Social Networks,
          ALA Website


                                            Page 8 of 16
All Members – Nurture new social networking initiatives that impact members‟ ability to
interact with ALA on several levels, both synchronously and asynchronously, such as: a)
online communities for committees and other intentional communities, b) access to
member leaders and senior staff, c) education about career advancement opportunities,
and d) forums for interacting with others who share common interests within and outside
of the professional milieu.

All Members – Continually assess the effectiveness of the member renewal process,
including technology, messaging, offers, channels, and timeline. Provide updates to this
process that are rooted in ease of use and speed of transaction. Align the process as
part of the normative member journey experience.

All Members – Expand member education about programs and services offered by ALA
that impact the quality of their worklife, the conduct of the profession, and the future of
libraries. Choose appropriate channels for delivering this content that maximize
readership and pass along value.

Students – Establish a Student Member Retention Staff Task Force charged with
exploring and encouraging cross departmental initiatives which provide Student
members with access to ALA resources and networks both during their course of study
as well as their job search and first job experience. The purview of the TF will include
membership communications, the Student member journey, the conference experience,
social networking, the website, and continuing education offerings.

Students – Establish, in conjunction with CRO, a program at Annual for Student
Chapter faculty coordinators and student leaders to improve the effectiveness of Student
Chapters on campus and extend the ability of Student Chapters to educate current and
potential members on ALA programs, services and activities.

1st and 2nd Year Members – Establish a Staff Working Group on Member Retention
focused on improving the quality and frequency of communications by and about ALA,
its divisions and round tables. Particular emphasis will be placed on educating a new
member on ALA‟s ongoing work to answer the five most important value propositions
identified in the Ahead to 2010 Member Survey.

Retiring Members – Expand the program of member recognition for term of
membership to include not only ALA but divisions and round tables. Provide emphasis
to the ongoing work of the association through the development office in member
communications targeted to older members. Explore new benefits of membership for all
members, but particularly younger ones, that impact personal retirement planning so as
to identify ALA as an interested partner in their long-term success and well being.




                                        Page 9 of 16
5.3 Organizational Member Retention Strategies

Markets:
      Current Library Members

Channels:
     Direct Mail, Division and RT Communications, AL and AL Direct, ALA Social
     Networks, Renewal Notices, PBD Invoices and Includes

All Members – Develop an Organizational member “orientation” targeted to senior staff
at member libraries. Message: to educate staff on all the benefits that their library‟s
membership gives them for their departments. The package will be designed to be
easily routed within the library. Once developed, it will go out to all current members and
then be sent pro forma to all new Organizational members.

All Members – See above discussion of enhancements to Organizational member
benefits

All Members – Refresh, through direct mail and referral networks, awareness of current
package of benefits using high-impact, low cost techniques. As new benefits become
available, re-introduce ALA Organizational membership.


5.4 Corporate Member Retention Strategies

Markets:
      Current Corporate Members that Exhibit, Current Members that Do Not Exhibit

Channels:
     Conference and Midwinter, Direct Mail, Awards and Applications, B 2 B Contacts

Exhibitors – Work with Conference Services to enhance the recognition that Corporate
members receive before, during, and after Annual and Midwinter to both attendees and
non-attendees.

Non-Exhibitors – Survey non-exhibitor Corporate members to determine their reasons
for joining ALA and to gauge their expectations about membership. Include actionable
steps for enhancing the visibility they receive among the general membership and their
other customers.

Champions – Collaborate closely with the Development Office to convert basic
Corporate members to Champions.

All Members – Work with Publishing on opportunities to showcase Corporate members.
Explore opportunities to provide Corporate members with enhanced benefits for
advertising in ALA, division and round table publications.

All Members – Reengage the review of Corporate member dues and benefits to bring
them in line with the actual and perceived value of membership. Improve the level of
recognition offered on the ALA website. Educate Corporate members on the benefits of
ALA membership through an orientation kit.

                                       Page 10 of 16
           6.0 FINANCIAL PLAN


6.1 Chart One: Personal Dues Projections
                                                                                                                                         Average
 FY 2007 Q1 Projected                   Change in Count % Variance to           2007 Revised        $$ Change to 2007    % variance to   Dues per
          Adjustment        Count       to 2007 Budget 2007 Budget                Budget                 Budget          2007 Budget     Member
   (Compared to 2007                                                                                        $                               $
             Budget)           57,085       (2,415)             -4%         $          4,103,288        (173,612)            -4%          71.88

                                                                                                                                         Average
                                          Change in         % Variance to                                                % Variance to   Dues per
                            Count          Count            Previous year       Dues Revenue           $$ Change         Previous year   Member
                                                                                                           $                                $
    FY 2008 Projected          55,373       (1,713)             -3%         $          4,440,337        163,437              8%           80.19
                                                                                                           $                                $
    FY 2009 Projected          55,373           -               0%          $          4,935,923        495,586              10%          89.14
                                                                                                           $                                $
    FY 2010 Projected          57,034       1,661               3%          $          5,353,771        417,848              8%           93.87
                                                                                                           $                                $
    FY 2011 Projected          58,745       1,711               3%          $          5,522,021        168,250              3%           94.00
                                                                                                           $                                $
    FY 2012 Projected          60,507       1,762               3%          $          5,687,681        165,661              3%           94.00




6.2 Chart Two: Organizational Dues Projections
                                        Change to 2007       Change to 2007                           Change to 2007 Change to 2007      Dues per
                                           Budget               Budget           Revised Revenue         Budget         Budget           Member
         FY2007 - Q1
          Projection                                                                                                                         $
         Adjustment          3,800                  (100)         -3%              $    1,178,000      $      (32,000)      -2.7%         310.00




                                          Change in          % Variance to                                               % Variance to   Dues per
                           Count           Count             Previous year         Dues Revenue            $$ Change     Previous year   Member
                                                                                                                                             $
   FY 2008 Projected         3,914                    114         3%               $    1,232,910       $      54,910         4%          315.00
                                                                                                                                             $
   FY 2009 Projected         4,031                    117         3%               $    1,298,117       $      65,207         5%          322.00
                                                                                                                                             $
   FY 2010 Projected         4,112                     81         3%               $    1,340,528       $      42,411         3%          326.00




6.3 Chart Three: Corporate Dues Projections

                                          2007                  2008                   2009                   2010

 Corporate Members Count                  290                   300                    310                     320

 Corporate Member Revenue                 $95,600               $98,000                $101,200               $105,300

 *Please note that Corporate Dues are not inclusive of charitable contributions above the $350.00 level (i.e. Patron, Benefactor
 and Champion)




                                                                  Page 11 of 16
6.4 Calendar of Implementation

Recruitment                                  FY 2007                                     FY 2008                                 FY 2009




Regular                                      Direct Mail to Librarians                   Direct Mail to Librarians               Direct Mail to Librarians
                                             Conference and Chapters Channels            Conference and Chapters Channels        Conference and Chapters Channels
                                             Lapsed Member Campaign                      Lapsed Member Campaign                  Lapsed Member Campaign

                with additional resources: Rural Librarian campaign                      Rural Librarian campaign                Rural Librarian campaign
                                                                                         Referral Marketing (member to member)   Referral Marketing (member to member)
                                                                                         Conference Attendees                    Conference Attendees



Students                                     Expand Student Joint Member Programs        Referral Marketing                      Referral Marketing
                                             Conference Experience                       Conference Experience                   Conference Experience
                                             Improve Student Messaging

                with additional resources: Lapsed Grads Recruitment                      Lapsed Grads Recruitment                Lapsed Grads Recruitment



Support Staff                                State and Local Conferences                 State and Local Conferences             State and Local Conferences

                with additional resources: Direct Mail to Support Staff                  Direct Mail to Support Staff            Direct Mail to Support Staff
                                             Referral Marketing                          Referral Marketing                      Referral Marketing


Trustees                                     Trustee Orientation Package
                                             New Pricing Structure

                with additional resources:                                               Direct and Referral Marketing           Direct and Referral Marketing




                                                                         Page 12 of 16
Recruitment                                   FY 2007                                 FY 2008                              FY 2009


Organizational                                Enhance Benefits                        Recruit New Benefits vendors         Recruit New Benefits vendors
                                              Direct Marketing                        Direct Marketing                     Direct Marketing
                                                                                      New Pricing Structure


                 with additional resources: Referral Marketing                        Direct and Referral Marketing        Direct and Referral Marketing
                                              Orientation Package



Corporate                                     One-to-One Marketing at Conference      One-to-One Marketing at Conference   One-to-One Marketing at Conference


                 with additional resources:                                           Advertisers and Award Winners        Advertisers and Award Winners
                                                                                      Corp to Champion Conversion          Corp to Champion Conversion




                                                                      Page 13 of 16
Retention                                  FY 2007                                 FY 2008                                FY 2009
All Members                                Social Networking Initiatives           Social Networking                      Social Networking
                                           Review and Improve Renewal Process      Review and Improve Renewal Process     Review and Improve Renewal Process
                                           Member Journey Improvements             Member Journey Improvements            Member Journey Improvements

              with additional resources: New Social Networking Initiatives         New Social Networking Initiatives      New Social Networking Initiatives
                                         Member Journey Improvements               Member Journey Improvements            Member Journey Improvements

Regular                                    Member Retention TF                     Member Retention TF                    Member Retention TF
                                           Member Journey Experience               Member Journey Experience              Member Journey Experience
                                           Conference Experience Improvements      Conference Experience Improvements     Conference Experience Improvements
                                           Member Satisfaction Surveys             Member Satisfaction Surveys            Member Satisfaction Surveys

              with additional resources: Member Retention TF                       Member Retention TF                    Member Retention TF
                                           Member Journey Experience               Member Journey Experience              Member Journey Experience
                                           Conference Experience Improvements      Conference Experience Improvements     Conference Experience Improvements
                                           Member Satisfaction Surveys             Member Satisfaction Surveys            Member Satisfaction Surveys

Students                                   Member Retention TF                     Member Retention TF                    Member Retention TF
                                           Conference Experience Improvements      Conference Experience Improvements     Conference Experience Improvements

              with additional resources:                                           Student Chapters Leadership Training   Student Chapters Leadership Training



Retirees                                   Development Office Coordination         Development Office Coordination        Development Office Coordination
                                                                                   Member Recognition                     Member Recognition


              with additional resources: Member Recognition                        Retirement Planning                    Retirement Planning




                                                                   Page 14 of 16
Retention                                  FY 2007                                  FY 2008                        FY 2009
Organizational                             Orientation Package
                                           Recruit New Benefits vendors             Recruit New Benefits vendors   Recruit New Benefits vendors
                                           Benefits Awareness Campaign              Benefits Awareness Campaign    Benefits Awareness Campaign

                 with additional resources: Member Recognition                      Member Recognition             Member Recognition



Corporate                                  Member Recognition                       Member Recognition             Member Recognition
                                           Corp to Champion Conversion              Corp to Champion Conversion    Corp to Champion Conversion

                 with additional resources: Survey Exhibitors                       Dues / Benefits Update         Dues / Benefits Update
                                                                                    Orientation Package            Orientation Package




                                                                    Page 15 of 16
7.0 Appendix

Ahead to 2010 Strategic Plan
Goal Area V: Membership

Goal Statement: Members receive outstanding value for their ALA membership.

Strategic Objectives:

      1) Increase the value of the Association to its members through identifying and
         responding to changing member needs.

      2) Increase opportunities for association involvement that is customized to
         individual interests

      3) Increase opportunities for electronic and virtual involvement in association
         activities.

      4) Provide high quality programs, workshops, and publications in print and
         electronic format.

      5) Effectively communicate the value of association, division and round table
         membership.




                                     Page 16 of 16

								
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