chapter health matrix Using the Chapter Health Matrix The Chapter Health Matrix is a !exible tool intended to measure the status and health of chapters within the network. Ranging on a "ve-point scale, this rubric allows the National O#ce and chapter to track progress together and determine necessary or potential growth areas within each chapter program. It will provide you with examples for how to innovate and pioneer new de"nitions of success and elevate your chapter to the next level. You can "nd tangible next steps and markers of growth by looking through each column and tracking how your chapter is improving. The matrix should be used as a collaborative tool for sta$ and executive board members alike. Each chapter member should feel comfortable engaging with the sections and understanding how it informs their chapter’s plans for the year. The matrix should be referenced throughout the year to measure intended growth. Executive board members should have clearly de"ned goals for each of their teams based on suggestions at each level. Together, the National O#ce and the chapter will use the matrix to determine chapter potential and progress throughout the year. The Chapter Health Matrix will also serve as a guideline for chapter dissolution by de"ning the baseline expectations for a GlobeMed chapter. Columns 1 and 2 outline characteristics of struggling and failing chapters. These areas are a "danger zone" in which the National O#ce and the chapter will work together to determine next steps and benchmarks for the coming year to elevate programs. Lack of growth within one or more of the programs to a satisfactory level within the year may lead to consideration for dissolution.
chapter health matrix Using the Chapter Health Matrix Innovation & Magic: Where the MAGIC HAPPENS! These are examples of ways in which chapters have exhibited a high degree of innovation and creativity. Not all chapters may be able to exhibit/replicate these, but we encourage you to draw on them for inspiration. All chapters that "nd themselves in the 5 category should be working to push the boundaries of the matrix, pioneer new ideas, and help other chapters see more possibilities. Column 5: Any program that falls in the 5 category is already thriving in the points from 4 but goes forward to surpass NatO expectations. All chapters are capable of and should be striving for the characteristics in this column. Column 4: Level 4 signi"es programs that are healthy, but can move up a level by strengthening systems. A 4 chapter program is above the average, but still has the potential to improve. Column 3: Level 3 for chapters is seen as the base-line / standard. This is where all chapter programs should be, to be considered average. Column 2: Level 2 shows characteristics for programs that fall below the average. Chapters who "nd one or several of their programs in this category will focus on improvement with their Chapter Adviser, and set milestones over an allotted amount of time to bring their program back up to average before dissolution is considered. Column 1: Level 1 de"nes characteristics of a failing chapter. At no point should chapters be at this level. Continued Level 1 status of any program should be considered a serious danger to the chapter's success and will cause the chapter to be considered for dissolution. * Any bullet point with an asterisk indicates that a resource / tool is available online
chapter health matrix
internal operations
Essential Elements
1
•No systems for: recruitment, transition, orientation, meetings, internal communication •Inability to ful"ll e-board positions/ requirements •No communication between partner and Co-Presidents •No faculty advisor
2
•Inadequate systems for: recruitment, transition, orientation, meetings, internal communication •Poor sta$ retention // lack of sta$ (<10 members) •Inconsistent eboard and/or sta$ meetings •Little communication between partner and Co-Presidents (< every 3 weeks)
3 •100% eboard retention •Systems // timeline for transitioning eboard * •Use of eboard & sta$ applications •Adequate # of applicants to "ll eboard and sta$ •Orientation system and timeline for new members * •Weekly eboard meetings (at least 2 days before / after sta$ mtg) •Attendance of eboard members to 95% of meetings •Weekly sta$ meetings following basic structure: minimum 1 hr, max 1.5 hr •Understanding of the National O#ce/network * •Sta$ retention (>75%) •Communication btw partner and Co-Presidents at least every 2 weeks •Regular communication with faculty advisor (at least once a month)
4
•Strategy around member retention •High quality eboard & sta$ applications •Division/ delegation of work within the eboard & between Co-presidents •Internal communication systems (Ex: Minutes, recap/next step emails sent regularly) •Meeting e#ciency, structure, strategy * •Apply to university grants for operational and travel costs (when applicable)
5
•Consistent system for strategic planning / goal setting * •Intentional recruitment: Diversity of perspectives (majors, backgrounds, etc) and specializations •Feedback loops for each program with all parties involved + Program evolution based on feedback
Innovation & Magic
•Community Advisory Board *
chapter health matrix
campaigns
Essential Elements
1
•MOU goal not met (<50%) •Less than 2 campaign events per year
2 •MOU goal not met •Low attendance by non-GlobeMed member at campaign events •Lack of systems to project campaign pro"t * •Poor sta$ attendance and participation at events (<75% present) •Unde"ned campaign roles // lack of delegation * •No collaboration with communications team around marketing/ advertising strategy
3 •MOU goal met •3/4 projected attendees present at campaign event •Individual roles clearly designated (sta$/team structure de"ned) •Workplans exist + deadlines on workplans are met* •Roadmap / timeline for year of campaigns exists* •Poor sta$ attendance and participation at events (>75% present) •Each campaign has an associated marketing/ advertising strategy developed with the communications team •Post event evaluation conducted
4
5
•Roles designated thru survey of sta$ skills •Collaboration with "nances team to create development strategy* •Diversity of fundraisers (individual giving v staple events v small business) * •Dress rehearsal: Logistics run throughs happen before each event * •Professionalism / audience awareness * •High # of non-GlobeMed attendees at events
•Greater city community engaged / mobilized •Cost bene"t analysis pre & post event * developed with "nance team •Systems for measuring team leaders, members, coordinator, participant satisfaction
Innovation & Magic
•Middlebury class grant award
chapter health matrix
communications
Essential Elements
1
•No means of communication with nonGlobeMed audience •No social media presence: FB, Twitter, Instagram, etc.
2
•Not integrated into campaigns // no marketing strategy •Social media isn’t updated frequently (SmugMug photos, FB statuses, tweets, etc.) •Social media doesn't follow branding
3
•Integration into campaigns / awareness events •Social media updated frequently (SmugMug photos, FB statuses, tweets, etc.) •Materials follow branding *
4
5
Innovation & Magic
•Overall marketing strategy in place to advertise events •Strategy to increase chapter visibility thru social media / website analytics% •Multiple platforms to market events •Existence of chapter speci"c website •Chapter member engagement on blog •High quality photos for marketing •High # of non-GlobeMed attendees at events
•Greater city community engaged / targeted •Visibility in campus / community / national media •Strong system in place for donor follow up * (Number of points of contact with previous donors, Facebook, newsletter, etc)
•Professional quality video media for individual giving / leading up to campaigns
chapter health matrix
community building
Essential Elements
1
•No community building events
2
3
4
•Poor attendance and participation by eboard and sta$ members •No sta$ retreats // eboard retreat •Lack of systems for on-boarding •Large sta$ // eboard divide •Lack of social opportunities within and outside of chapter meeting
•Monthly out of meeting social opportunities •Biannual retreats held •Community building aspect during all meetings •Existence of%new members program (integration strategy) •Attendance to accessible network wide events •High retention of new members (>75%)
•Amount and quality of chapter swag •Feedback loop for assessing chapter member experience * •Cross chapter connections made and maintained •Mentee participation in NatO mentorship program (2+) •Engagement with alumni in the area + chapter alumni •New member mentorship program (formal / informal) •Community service events + opportunities for local engagement (ex: visiting local partner org)
5
•80% chapter attendance at social events •Connection between community building events & partner •Overnight o$ campus retreat
Innovation & Magic
•Regional retreats / Hilltops
chapter health matrix
finances
Essential Elements
1
•No bookkeeping systems •No "nancial e#ciency (cost > revenue) •No wiring of funds to partner
2
•Lack of transparency •Low "nancial e#ciency of events •Low-level understanding of NatO "nancial processes •Lack of adherence to wiring deadlines
3
•Bookkeeping - Updated documents + transparent systems •High "nancial e#ciency of events * •Level of preparedness & understanding of NatO processes* •Adherence to wiring deadlines •Eboard knowledge of systems: how to access bank account, what to do with money collected, budgets for each program •Process for projecting event pro"t •Utilization of university resources and funding
4
•Public / chapter / partner knowledge of budget + "nancial systems •Dashboard updated to re!ect "nancial revenue and expenses on a weekly basis + presented to sta$ monthly •High diversity of funds raised (individual donors, staple events, etc)* •Growth of fundraising goal from year to year
5
•Cost bene"t analysis pre & post event * •Corporate matching donations •Thorough process for transitioning "nancial systems knowledge from year to year
Innovation & Magic
chapter health matrix
globalhealthu
Essential Elements
1
•No consistent ghU discussions/ sessions within chapter
2
3
4
•No Small Group Facilitators (SGF) // lack of participation by SGFs* •Lack of participation by sta$ members •Inadequate time for ghU discussions (<20 min) •Lack of involvement between ghU and GROW/partnership •No public ghU events •Lack of engagement with National O#ce ghU resources
•Consistent use of ghU Companion Guide + Pedagogy Guide •Sta$ is able to access future materials / schedule + understand methods to contribute •Scheduled feedback is elicited by coords from sta$ (sta$ survey) * •ghU discussed on social media •Existence, use, and training of SGFs* •Biannual public ghU events w external speakers •At least one ghU event is a collaboration with other organizations on campus •Clearly de"ned roles: ghU team vs coordinators •Time allotted per meeting (at least 30 min) •ghU tied into p'ships * / GROW coord involvement •Action plan for local or global advocacy developed by end of year 1
•Integration of partner voice into weekly discussion •Integration of campus & local community members into weekly chapter ghU discussions (not just public ghU events) •System for assessing how comfortable people feel participating in discussion & satisfaction with overall curriculum •At least 3 public ghU events per year •Overlap/coordination with campaign events •Integration of academic / external resources (using resources beyond what is supplied/suggested by NatO)
5
•Engagement with campus and / or local publications (Ex. Newspaper op-ed) •Coordinator and team members are engaged with content and push forward dialogue outside of meetings (See Companion Guide’s suggestions on ‘How to Stay Informed’) * •Connections created between conversations in companion guide and unconventional media (Ex. Primetime TV, song lyrics, magazines, etc.) •ghU "eld trips to relevant community events
Innovation & Magic
•FIU ‘Global Learning’ department ghU integration into class curriculum
chapter health matrix
grow
Essential Elements
1
•No communication between chapter and partner •No GROW Coordinator or intern applications •No systems for preparing GROW interns // leads to no GROW internship •GROW Coordinator does not attend GROW training •Non-adherence to NatO waiver deadlines
2
•Poor communication between CoPresidents and/or GROW Coordinator and partner (< every 2 weeks) •No objective application process •Lack of strategy to bring back GROW experience •Poor systems for preparing GROW interns
3
4
•Biweekly contact with the partner organization by Co-Presidents and/or GROW Coordinator •Objective application process for GROW team * •Use of pre-GROW training process * •System for bringing GROW back post trip (media, story-telling, integration into other programs) •Partner/chapter feedback post-GROW •GROW Coordinator attends GROW Training •GROW team participates in at least one capacity building initiative for partner organization, such as external comms or fundraising support •GROW team drafts MOU on the ground; discusses project development, engages in evaluation and research throughout year
•High number of GROW applications (ex: 8-10 apps for a team of 4) •Bringing GROW back creatively & collaboratively: (Ex. number of times GROW and ghU co-present something in meetings, campaign themed around project, media & communications) * •GROW team participates in at least two capacity building initiatives for partner organization •Connects partner with other GlobeMed partners or other institutions that could advance project and/or organization
5
•Extra trip preparation (ex: GROW team overnight retreat, classes or trainings about partner project pre-GROW) •Partner engages with the whole chapter (when possible / applicable)
Innovation & Magic
•GWU + Rochester project develop process & surveys