Operational Manual

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Contents

About the Operational Manual

The HDI Local Chapter Operational Manual was developed as a complete “how-to” guide to the general management, organization, and operation of HDI local chapters. This manual is intended for local chapters/local chapter officers, national officers, and the Help Desk Chapters, Inc. Board of Directors.

This manual includes subjects and topics suggested by the leadership and community. As you can see in the Table of Contents, you are provided with a complete overview of HDI local chapters and the benefits of having a local chapter in your geographic area and being an officer.

The latest version of the manual can be found on CHKR (HDI’s local chapter knowledge repository), which can be found in the local chapter officer community library on HDIConnect.

The national leadership is responsible for reviewing this manual on an annual basis and periodically updating it as the need arises. If there are areas that you believe need to be updated, please contact HDI at 800-248-5667 or [email protected]. HDI will advise the local chapter program manager. The program manager will work collectively with HDI and the national leadership to update the manual as appropriate.

For those who have participated in the development and leadership of HDI local chapters, thank you for your talents and time. Your commitment to providing leadership on a continuous basis to the HDI community and technical support industry does not go unnoticed. You are all major contributors in the promotion and advancement of the technical support industry.

We hope this manual helps answer any questions you may have and helps you become even more effective leaders while managing your HDI local chapter.

Many thanks,
HDI Staff
HDCI National Officers
Help Desk Chapters, Inc. Board of Directors

Important Terms and Acronyms

Term Meaning
HDI The Association for Technical Support Professionals
UBM HDI’s parent company; the market-leading provider of B2B events around the world.
ICMI HDI’s sister company; the International Customer Management Institute.
Leadership Development Summit Annual gathering of local chapter officers for training and networking.
BOD Board of Directors
NO National officer
RVP Regional vice president
NVPF National VP of finance
DP District president
LCO Local chapter officer
AOY Analyst of the Year
DSTOY Desktop Support Technician of the Year
COE Circle of Excellence
CHKR Chapter Knowledge Repository
OP Operational Manual
LCORA Local Chapter Officer Responsibility Agreement
HDI Corporate HDI/UBM's corporate officers, who provides administrative support to the local chapter organization. The local chapter program manager is an employee of HDI Corporate.
HDC Help Desk Chapters, Inc.
Chapters First Chapters First is a strategic plan to provide a more focused, connected, and member-oriented leadership community. Chapters First establishes a new national leadership organizational structure with more people and resources to focus on the local chapters’ ability to deliver a consistently exceptional member experience.
Grassroots Bimonthly conference call attended by officers in specific roles.
Conference HDI Annual Conference & Expo, held every spring.
Nonprofit Help Desk Chapters, Inc. is a 501(c)(6) corporation, operated to promote a common business interest and to improve business conditions in the industry.
Kerri Kramer Program Manager, Local Chapters
Leslie Cook Director, Membership

Important Deadlines

Item Due Deliver To
RVPs Submit Regional AOY/DSTOY Winners to HDI January 31 HDI Local Chapter Rep
Year-end Bank Statement/Balance Sheet/Profit and Loss Reports February 15 Email Caitlin
Submit a Quarterly HDI Financial Report April 14, July 14, October 14, January 14 Email Caitlin

Chapters not on QuickBooks must submit a paper-based financial report

Chapter Health Report January 31 Managed on Google Drive

View the 2017 report

Digitally Acknowledge Local Chapter Responsibility Agreement July 31 Managed by local chapter program manager

About HDI

HDI is the association for technical support professionals.

Technical support professionals love HDI because it provides them with a profound sense of community. At 150,000 people strong, HDI is a community built by industry peers and leaders that gives you the resources, knowledge, and drive to be great at what you do.

What Is HDI?

In 1989, HDI became the first professional association created for the technical support industry. Since then, HDI has remained the source for professional development by offering resources to promote organization-wide success through exceptional customer service. We do this by:

  • Facilitating collaboration and networking
  • Hosting acclaimed conferences and events
  • Producing renowned publications and research
  • Certifying and training thousands of professional each year
  • Connecting solution providers with practitioners through industry partnerships and marketing services

What is HDI? - Video

Formerly known as the Help Desk Institute, the company was rebranded in 2005 to HDI as a means of acknowledging the expanding role of the support center and the maturing service management industry.

Guided by an international panel of industry experts and practitioners, HDI is the premier resource for best practices and emerging trends. HDI is vendor-neutral in its efforts to facilitate open, independent networking and information sharing within the association's global network.

What Is HDI's Mission?

HDI’s mission is to elevate the customer experience through the development of the technical support industry.

Who Is HDI For?

HDI provides technical support professionals with the opportunity and foundation to build their career and pursue organizational success. Organizations of all sizes and technical support professionals of all levels and titles can find what they need at HDI to own their career development and increase the overall productivity of their businesses. From frontline support staff to managers and directors to C-level professionals, HDI is your definitive source of industry information, leadership, and standards.

  • HDI helps executives and directors: Business leaders connect with us because they know an efficient support center improves the overall health and value of an organization.
  • HDI helps managers and team leads: We help managers balance the goals of their organization with the needs of their team—and ultimately become better leaders.
  • HDI helps frontline analysts: We are a frontline analyst’s source for understanding the evolving industry and for the tools to become the next generation of leaders.

Why HDI?

Members of the HDI community elevate the customer experience, which makes business more productive. We stress the importance of understanding the customer’s emotional reactions to a problem and differentiating that from the customer’s technical problem. By cultivating skills in communications, customer service, and problem solving, our members learn the correct ways to:

  • Escalate tickets
  • Transfer calls
  • Use open- and closed-ended questions
  • Learn and enhance all the soft skills required to better connect with customers

Organizations and support centers come to HDI to increase business productivity and realize financial success by gaining industry-impacting insight into:

  • Management and leadership
  • Business planning and strategy
  • Service level agreements
  • Maturity models
  • Performance assessment and reporting

Through unmatched membership benefits, HDI provides community members with the tools to enhance their strengths and diminish their weaknesses—in the end becoming more confident, far-seeing, and prudent as they strive to optimize their support centers and reach their full career potential.

About HDI | Catalog & Brochures | Success Stories and Case Studies | Exhibitors, Sponsors, and Media Opportunities | Knowledge Management

Elevator Pitches
HDI is the membership association and certification body that enhances the soft skills of technical support professionals to help them provide exceptional customer service (alternatively, “...a stellar customer experience").

Standard Version
Founded in 1989, HDI is the first membership association and certification body created for the technical support industry. By facilitating networking, hosting acclaimed events, producing innovative publications, and certifying thousands of people each year, HDI enhances the soft skills needed to provide exceptional service management and customer service.

Extended Version
Founded in 1989, HDI is the first membership association and certification body created for the technical support industry. Since then, HDI has remained the source for professional development by offering the resources needed to promote organization-wide success through exceptional customer service. In other words, we help professionals in service management better connect with customers. We do this by facilitating collaboration and networking, hosting acclaimed conferences and events, producing renowned publications and research, certifying and training thousands of professionals each year, and connecting solution providers with practitioners.

What's HDI Membership All About?

We asked hundreds of your peers throughout the technical support community—including current members and those not yet involved with HDI—what they wanted from a professional membership association.

They told us they want to be part of a community where they could make connections, learn best practices, establish friendships, and grow. A place where they could go to:

  • Gain industry knowledge
  • Learn from their peers
  • Excel in their careers
  • Improve the maturity of their support organizations
  • Acknowledge and celebrate professional achievement
  • Save money on professional and organizational development

HDI members are passionate. They’re united by common objectives and challenges, by a pride in their industry, and by a drive to be great at what they do. Join thousands of your friends on a journey that will advance your career and improve your support center—join HDI today! It's where you belong.

Take a look at the ROI of membership

New Member Model Elevator Pitches

Learn more about the HDI membership changes! - Video

Short
In February 2016, HDI overhauled and simplified its membership structure! We now have one membership level available for the new low price of $295 with a streamlined and improved set of benefits. Learn more and join HDI!

Medium
Based on feedback from those in the tech support industry, HDI overhauled and simplified its membership model in February of 2016! No more unnecessary member levels, no more confusing pricing structure, and no more unclear benefits. We now have one membership level available for the new low price of $295 with a streamlined and improved set of benefits. Learn more and join HDI!

Long
Based on feedback from those in the tech support industry, HDI overhauled and simplified its membership model in February of 2016! No more unnecessary member levels, no more confusing pricing structure, and no more unclear benefits. We now have one membership level available for the new low price of $295 with a streamlined and improved set of benefits. We are now a community where thousands of professionals come to make connections, learn best practices, establish friendships, and grow. With the new HDI, you’ll be able to:

  • Gain industry knowledge
  • Learn from your peers
  • Excel in your career
  • Improve the maturity of your support organization
  • Acknowledge and celebrate professional achievement
  • Save money on professional and organizational development

Learn more and join HDI!

What’s included with HDI membership?

Members get access to valuable research and opportunities that help them connect, learn, and succeed—at one low price:

  • Access to HDIConnect, the online member community
  • Regular HDI local chapter meet-ups
  • Annual industry Practices & Salary Reports
  • Standards
  • Industry awards
  • Tools and templates
  • Research-based focus papers and briefs
  • Discounts on events, conferences, and services

See the full breakdown of membership benefits, perks, and discounts.

What's the investment?

An annual membership is $295 (some discounts available).

Buy an HDI Membership | Renew Your Membership

What tools are available to help customers gain approval to purchase HDI membership?

Convince your manager

Well, you're convinced that HDI membership is right for you. But maybe you need more proof to help your boss see the value in paying for it.

Look no further. We've crafted an email for your manager to help you make the case for renewing your HDI membership. Go ahead. Send it to yourself. Review it. Then personalize it for your boss. Send me an email requesting membership renewal

Trying to convince your manager to pay for a new membership? We can help you make the case for a new HDI membership to your manager, supervisor, or any other VIP you choose. And don't worry—we'll send the email to you so you can personalize it and review it before passing it along to your boss. Send me an email requesting a new membership

Member testimonials

Why is a membership with HDI the right choice for you? Everyone joins HDI for different reasons. We'd love to hear how HDI has helped you become a better technical support professional, or has helped improve practices in your support center. Submit your story and HDI experience, and you could be the next featured HDI member!

In the meantime, please take a moment to read how these HDI members have experienced success in their careers because of HDI membership: Member Testimonials

Local Chapters: Getting Started

About the Local Chapters

What makes an HDI membership uniquely valuable is that every membership comes with membership in an HDI local chapter. HDI is represented by an extensive community of more than sixty local chapters across the United States and Canada. Current members and prospective members can search the local chapter directory to find the chapter closest to them. To find your HDI local chapter, visit the directory

HDI’s local chapters are part of the Help Desk Chapters, Inc. (HDC) non-profit organization. HDC and HDI have a strategic partnership focused on advancing the technical support industry. The local chapters are volunteer managed and member driven, providing technical support professionals in specific geographical areas with opportunities to meet on a regular basis. Participation in an HDI local chapter is a fantastic way to connect and collaborate with industry professionals in your area.

The local chapter community also includes a virtual chapter called the HDI vChapter. The HDI vChapter is for those technical support professionals who do not have a local chapter in their area and for HDI members in other countries (outside of Canada).

The local chapters are supported by the national officers (NOs), whose primary mission is to provide regular interaction, collaboration, and networking opportunities in chapter events where best practices and new ideas can be shared in the community. From the regular interaction with the HDI members, the NOs also partner with the larger HDI organization to share information and insight that will enable HDI to better serve members and the local chapters. This flow of information helps keep the chapters healthy and strengthens the entire HDI community. The NOs and the local chapters are supported by the HDC Board of Directors (BOD).

To learn more about HDC and its strategic relationship with HDI, visit the LCO Portal

To access the LCO Portal, you must be logged into the HDI website with your member credentials and you must be a current HDI local chapter officer.

The diagram below illustrates the relationship between the BOD, the NOs, the LCOs, and the local chapters:

Hdileaders.JPG

Official Policies and Procedures

The local chapter community has a Local Chapter Officer Responsibility Agreement (LCORA) that documents the relationship between HDI and the local chapter community. Based on the strategic agreement between HDI and HDC, this agreement outlines not only HDI’s commitment to the local chapters but also the local chapters’ commitment to HDI. Annually, each local chapter’s officers must electronically sign the agreement and return it to HDI Corporate.

The LCORA can be accessed on the LCO Portal. This agreement is between HDI, the LCOs, the NOs, and HDC for the purpose of professionalism and the sustainability of our local chapter community, the industry, and our strategic relationship with HDI. It represents the required actions and commitments of those in the LCO role in the HDC organization, covering:

  • Officer conduct
  • Activities promoting the advancement of the technical support industry
  • Use of HDI trademarks and logos
  • LCO Portal and membership data access/usage
  • Administrative communication with HDI and HDC
  • Nonprofit status

Local Chapter Bylaws

In January 2017, a single unified set of local chapter bylaws went into effect. These bylaws were established for the following reasons:

  • To increase the professionalism of the local chapter community
  • To further our efforts to run the chapters more like a business
  • To ensure consistency of the local chapter experience across our footprint
  • To reduce the administrative burden for each local chapter and for the local chapter community as a whole as it relates to creating and maintaining bylaws at the local level

Additionally, to maintain our nonprofit status, all chapters are required to have current bylaws in place. Per the advice of the attorney who counsels HDC on nonprofit rules and regulations, a single set of bylaws that governs all chapters is preferred to separate bylaws for each individual chapter. You can find a copy of the current version of the bylaws on CHKR.

These bylaws are not intended to change the “personality” of your chapter. They are in place to provide a foundational, minimum operating standard for all chapters. Local chapters may choose to develop operational documents that detail chapter-specific traditions and best practices, provided these practices are not in conflict with the intentions of the bylaws.

Why do we need local chapter bylaws?

Each local chapter needs bylaws in order to legally maintain their nonprofit status. However, each chapter does not need to have personalized bylaws; a chapter can use the core bylaws as its sole bylaws.

HDC is a nonprofit entity, and all local chapters under the primary nonprofit entity are classified as 501(c)(6), defined as:

  • "An association of persons having common business interest, whose purpose is to promote the common business interest and not engage in a regular business of any kind ordinarily carried on for profit”
  • "Directed toward the improvement of business conditions rather than the performance of particular services for an individual”
  • “Generally supported by the collection of dues”

The process for obtaining nonprofit status is as follows:

  • A chapter is formed
    • Each chapter will have its own federal ID number
    • Each chapter will be registered to do business in its respective state
    • This will require some “continuity of records” at the local chapter level (i.e., there must be a process in place to pass off chapter records from one set of officers to the next)
  • HDI Corporate applies for nonprofit status
  • A governing document (charter) is drawn up:
    • The charter outlines the chapter’s business purpose and operation parameters
    • The charter details financial reporting requirements, as well as requirements for documenting meeting minutes (to demonstrate compliance with stated business purposes)
  • HDI Corporate applies for a group exemption letter
    • Each chapter to be included must sign an authorization letter agreeing to be included in the application; the local chapter program manager will work with the chapter to get the authorization letter signed
    • A list of all chapters to be included must accompany the application; this list must include names, addresses, and employer ID numbers

Reporting requirements:

  • One report must be filed annually (by February 14 each year), including:
    • Information regarding all changes in purpose or operation
    • A list of all chapters changing either their names or addresses
    • A list of all chapters no longer to be included in the group exemption
    • A list of all chapters to be added to the group
  • An annual federal tax return (Form 990)
    • No federal taxes will be due; state filings, if any, will be minimal
  • Each chapter must submit their financial information to HDI Corporate by January 31 each year
  • Each chapter will be required to update its chapter/status at the state level usually on a biannual basis; directions on how to file with your state can be obtained from the local chapter program manager or you can Google information on how to file with your state

Maintenance of group exemption:

  • Chapters must communicate changes in address, officers, and contact information to the local chapter program manager in a timely manner
  • Chapters must submit meeting agendas and/or minutes to demonstrate compliance with business purpose
    • Your chapter’s specific meeting agendas and/or minutes should be uploaded to your file on Google Drive
    • If you need access to your chapter’s Google Drive, please contact your chapter's president; if the president doesn't have this information, please contact the HDI local chapter program manager
  • Chapters must maintain adequate financial records in order to comply with financial requirements for maintaining a legal entity; adequate financial records include: a profit and loss report, balance sheet, and bank statements on a quarterly basis and annually in February

How will the bylaws be governed and administrated?

  • Every officer (LCO, NO) is responsible for ensuring they have read and understand the content of the bylaws.
  • The entire body of officers, individually and collectively, is the governing body for the oversight of these bylaws, ensuring that each local chapter in the community is adhering to the intent of these bylaws.
  • Should any officer within this governing body observe that these agreed-upon bylaws are not being followed, it is their responsibility to inform the appropriate leader (e.g., chapter president, regional VP, district president).
  • If enforcement is necessary, an individual action plan will be developed by the NO team on a case-by-case basis.

These bylaws supersede the bylaws in place for all existing chapters. HDI and the NOs will provide instructions on how to file the updated bylaws with your state, just as you would provide any updated set of bylaws with your state.

These bylaws will be managed by the NOs. Any requested changes or updates should be submitted to your district president (DP) and/or the regional vice president (RVP), who will present your change to the NOs for consideration. You should expect feedback from your DP and/or RVP on the status of your suggested change.

What are the nonprofit requirements/guidelines for my state?

Coming soon...

Starting a Local Chapter

HDI and HDC partner to start local chapters whenever there is an identified opportunity. If there is sufficient interest in a geographic area (particularly one with growth potential), HDI and HDC will do the research to ensure the area will be able to support and sustain a local chapter. Once the BOD agrees to expand in that area, the next step is conducting a local interest meeting to gauge community engagement and leadership potential.

Planning an interest meeting

  • When a technical support professional reaches out to HDI to express an interest in opening a local chapter, HDI will pull reports from its database to determine whether there is a sufficient membership base in that geographic area to support a chapter. The minimum requirement to open a local chapter is thirty (30) members representing at least fifteen (15) different companies (to prevent a single company from dominating the chapter).
  • If there is an adequate membership base, HDI will set up a conference call with the interested professional and the DP to discuss holding an interest meeting. The interested professional's responsibilities include:
    • Setting the date and time, as he or she knows their area and will have a better idea of what will work best for the community.
    • Selecting a location that is central, easy to find, and has free parking (preferably); if there are any security checkpoints that attendees will need to go through, these should be noted and discussed.
    • Hosting the meeting, with HDI as the sponsor (for full requirements, please contact the local chapter program manager).
    • Marketing the interest meeting in his/her network.
      • HDI will market the interest meeting via email. The first email will go out three months before the meeting to members and nonmembers in the geographic area; reminders will be sent one month and one week before the meeting. The RVP and DP will be copied on all marketing emails.
  • Registration will be set up through Eventbrite by the local chapter program manager with the support of the interested professional; attendees must RSVP, to help determine level of interest.
    • A minimum of fifteen different companies must be registered for the interest meeting to take place.
  • A representative from HDI will travel to the interest meeting to deliver a presentation on HDI and the local chapters. When at all possible, a National Consultant, District President or some other National Officer will be present at the interest meeting as well to help with the presentation.

LCOs are elected at the interest meeting. After LCOs have been elected, HDI will contact HDC attorney to secure the chapter’s nonprofit status and articles of incorporation:

  • Application for employer identification number (EIN)
  • Nonprofit articles of incorporation
  • Registered agent acceptance
  • Bylaws
  • Power of attorney and declaration of representative
  • Group exemption authorization and affirmation
  • Group tax-exempt status

Once the chapter has its final start-up documents, the elected local chapter VP of finance can open a bank account at any bank. HDC uses Wells Fargo for the master nonprofit bank account.

  • HDI will set up each primary local chapter officer (seven [7] maximum) with a complimentary officer membership.
  • Once the chapter has a tax ID number and has been set up in QuickBooks (by HDI’s accounting team), it can start receiving membership dues. Only the president and VP of finance will have access to QuickBooks.
  • HDI will add the new local chapter to HDI's CRM. HDI’s business systems team will transfer all members in the chapter’s geographic area to the new local chapter.
  • HDI will conduct an overview webinar for the new LCOs.

On average, it takes about three months to get a chapter up and running after the interest meeting, but it can take longer depending on the speed of the state's nonprofit filing process. For handling financial issues while waiting for the chapter checking account to be established, the chapter can work with the local chapter program manager. Funds can be managed centrally at HDI Corporate for the chapter during the set-up period.

Conducting an interest meeting

Interest meetings gauge the potential strength and longevity of a chapter. While each interest meeting is different, some common themes include networking, learning, and involvement with the local chapters. Here is a sample agenda for an interest meeting:

  • Welcome | Introductions | Networking Activity
  • About HDI
    • Who is HDI?
    • Who does HDI support?
    • What does HDI offer?
  • About the local chapter
    • Framework of a local chapter
    • Description of each officer role
    • Expectations of the officers
  • Officer elections
  • Questions

Running Your Local Chapter Like a Business

Being a local chapter officer is business leadership training. If you look at your role as a local chapter officer from this perspective, it can help you understand your role and the value of the best practices, policies, and requirements. From this perspective, each officer has a relationship and responsibility to the business. For example:

  • President = CEO
  • VP, Programs = Product development and delivery
  • VP, Communications = Marketing
  • VP, Membership = Membership sales
  • VP, Vendor Relations = Sponsorship sales
  • VP, Finance = CFO

The goal is to develop great products (chapter meetings) that will be valued by your customers (members). You then need to market (communicate) those products to your audience (members, prospects, or sponsors). You charge them for this service (membership dues, meeting fees, or sponsorship fees) in exchange for the value you create.

Local Chapters: Local Chapter Officers

HDI local chapters provide technical support professionals with opportunities to meet on a regular basis to network, share ideas and challenges, and hear presentations on topics selected by the local chapter. They also provide professionals with leadership opportunities: local chapter officers. Each chapter will have an executive board that will minimally consist of the president and the following local chapter officer roles:

  • VP, Membership
  • VP, Programs
  • VP, Communications
  • VP, Finance

These vice president roles must be filled by a minimum of four (4) separate individuals. Additional officers may be elected or appointed as necessary by the executive board. All elected and appointed officers are voting members of the executive board.

Officers shall be chosen from members in good standing within the chapter or engaged participants in the local community. These officers shall be elected biannually and shall assume office at a transition meeting of the existing board of officers and newly elected board of officers, which must take place no later than two (2) months after the election is held. They shall serve two years or until successors are elected and assume office.

Sample considerations for selecting local chapter officers:

  • Vision:
    • The ability to manage individual or company interests for the good of the entire technical support profession.
    • The ability to understand long-term effect on decisions made.
    • The ability to set goals and objectives.
  • Previous volunteer experience: What experience has the person had in other volunteer organizations? Have they had officer positions in other organizations?
  • Open-minded: Are they free thinkers or heavily influenced by strong or vocal factions? An open mind toward challenges and their solutions goes a long way for officer positions.
  • Sound judgement: Can the candidate weigh pros and cons of a discussion topic or disagreement carefully before reaching a decision?
  • Knowledge: A thorough understanding of the technical support industry as a manager or active practitioner is a key consideration.
  • Enthusiasm: Is there genuine interest and enthusiasm for the goals of the local chapter? Can the potential officer communicate that interest and enthusiasm to the members of the local chapter?
  • Creative thinking: An individual who is stuck with “doing it the way we’ve always done it” won’t be very helpful in moving the local chapter forward. The president and all other officers must be open to new ideas and suggestions.
  • Good interpersonal skills: The key to leadership is the ability to get along with others, be part of the team effort, give credit where credit is due, and to use strong leadership and diplomacy alternately, as needed.

If there is a midterm vacancy in an office, such vacancy will be filled by appointment by the executive board or by special election, as determined most appropriate by the executive board. Vacancies at the time of elections will be filled by nomination and the election process.

If an officer fails to attend at least 75% of the chapter meetings and 75% of the executive board meetings in the course of a year, or should it be determined by the majority of the executive board that an individual officer is failing to perform the duties of the office or is unable to fulfill those duties, the executive board may ask for that officer’s resignation.

Benefits of Being a Local Chapter Officer

Being an LCO has numerous benefits, including expanded networking, professional development, speaking, and leadership opportunities. In addition, a chapter's primary LCOs (seven [7] maximum) receive a complimentary membership from HDI. This membership provides access to resources on ThinkHDI.com and HDIConnect, including officer resources, discounts on conferences and training, and all other member benefits.

Support for Local Chapter Officers

Monthly Local Chapter Officer Call

Hosted by HDI and the current RVPs, this monthly call brings all LCOs together to hear presentations on topics chosen by the LCOs. This call takes place on the first Wednesday of each month at 10:00 a.m. PT / 11:00 a.m. MT / 12:00 p.m. CT / 1:00 p.m. ET. The call is recorded, and the recording and PowerPoint presentation are uploaded to CHKR (under Content Management) in the LCO library on HDIConnect.

Conference Bridge: 866.740.1260 | Passcode: 5979629
Video: www.readytalk.com | Attendee Code: 5979629

Monthly District Calls

The local chapters are divided into four (4) regions, each of which is managed and lead by an RVP. There are (4) districts per region in the US, and each of those districts is managed and lead by a DP. Each month, LCOs can expect contact with their DP or the Canadian RD, during which he or she provides updates from HDI and leads discussion on district-specific current events. During these calls, LCOs provide updates on how the chapter is doing and what events are coming up. If a chapter is having trouble or is struggling, this is where they can voice their concerns to their DP, if not by reaching out to them privately. The schedule and call information for each district are listed below.

Please note: The conference bridge IDs are confidential and to not be shared or used for any other purpose than conducting HDI-approved business.

District Date Phone Number Passcode
District 1A TBD 866.740.1260 TBD
District 1B TBD 866.740.1260 TBD
District 1C TBD 866.740.1260 TBD
District 1D TBD 866.740.1260 TBD
District 2A TBD 866.740.1260 TBD
District 2B TBD 866.740.1261 TBD
District 2C TBD 866.740.1262 TBD
District 2D TBD 866.740.1263 TBD
District 3A TBD 866.740.1264 TBD
District 3B TBD 866.740.1265 TBD
District 3C TBD 866.740.1266 TBD
District 3D TBD 866.740.1267 TBD
District 4 TBD 866.740.1268 TBD

Leadership Development Summit

The Leadership Development Summit is held each year over the first weekend in June in Colorado Springs, CO, and it is one of the greatest benefits of being an LCO. The meeting is sponsored by HDI, HDC, and, occasionally, vendor sponsors. The agenda is planned by the RVPs and a volunteer committee consisting of HDI representatives, current LCOs, NOs, and representatives from the BOD. The typical agenda features training on:

  • Best practices for chapter operations
  • Leadership skills training, including topics such as:
    • Planning and setting goals
    • Budgeting and financial management
    • Communications and marketing in a social world
    • Effective presentations
    • Officer recruitment, rewards, and recognition
  • Specific officer roles
  • Creating networking opportunities in a meeting setting

All LCOs are invited to this free event (registration required), during which they can network with other officers from throughout the local chapter network.

It is a best practice that at least one member of your chapter's executive board participate either in person or virtually in the Leadership Development Summit each year. The executive board will agree on which board member(s) will be the person to participate and the executive board will determine if the chapter can cover travel and hotel expenses for the officer(s) attending.

Even though this event is free, LCOs and NOs are responsible for their own hotel, travel, and miscellaneous expenses. Most meals are provided by HDI during the event, except dinner on Friday night.

Local Chapter Officer Meeting at the HDI Annual Conference & Expo

At the HDI Annual Conference & Expo each spring, all LCOs and NOs in attendance are invited to a luncheon and meeting the day before the conference begins (usually on Tuesday). During this meeting, LCOs have the opportunity to connect with other officers and hear a presentation from a specially selected speaker(s). Finalists for the HDI awards (see section 10.2) are recognized at this meeting, and Circle of Excellence awards (see section 10.1) are presented. This working lunch is free to attend, but registration is required. More information about the HDI Conference & Expo can be found here.

Local Chapter Officer Orientation

LCO orientation is geared towards new officers and is offered annually at the Leadership Development Summit. It provides new officers with a basic understanding of terminology, meeting schedules, and expectations; it also helps new LCOs understand how they will interact with HDI, and details the levels of support provided by HDI.

If you are a new LCO who did not attend the Leadership Development Summit and would like a LCO orientation, please contact HDI at 800.248.5667 or [email protected]. You will be connected with the local chapter program manager, who will schedule an orientation with you.

It is recommended that new LCOs read this Operational Manual in its entirety. Reading the Operational Manual is a more in-depth LCO training and the best resource to learn about HDI and the local chapter community.

LCO Portal

The LCO Portal LCO Portal provides local chapters with access to the contact information and membership status for members, previous members, and nonmembers within a 120-mile radius of the local chapter. Each chapter can generate the following lists from within the LCO Portal, under the category called Chapter Members:

  • Current Members: Current HDI members who are associated with your chapter.
  • Previous Members: Previous HDI members that are associated with your chapter.
  • Never a Member: Contacts whose mailing address is within the specified geographic distance of your chapter’s ZIP code (the default is 120 miles).

Your chapter’s president will set you up with access to the LCO Portal provided you are a current officer in good standing with your board; all you need to have is member login credentials for ThinkHDI.com. (A user guide is also available for download in the Portal.) The LCO Portal is always changing and being improved. When new features are added, HDI Corporate will send an announcement via email and will announce it during a monthly LCO call.

CHKR (Chapter Knowledge Repository)

CHKR is a document and template repository for best practices, marketing ideas and templates, suggested program ideas, recruiting tips and techniques, membership drive tips and techniques, networking, and many other beneficial resources for local chapters.

Examples of resources found on CHKR:

  • HDC Bylaws Document
  • Local Chapter Officer Responsibility Agreement
  • Vendor code of conduct
  • Member confidentiality (restricting access to member information)
  • Nonprofit corporation
  • Newsletter and other marketing templates
  • HDI Analyst of the Year in a Box
  • HDI Desktop Support Technician of the Year in a Box
  • Plus so much more!

CHKR can be found on HDIConnect in the LCO community library.

Local Chapter Program Manager

The local chapter program manager is an HDI employee and one of the key players in the local chapter support network. The program manager partners closely with the NOs and the BOD to provide leadership support to the LCOs, as well as develop and work with potential new chapters. Additionally, the program manager develops and owns the local chapter budget, maintains growth and renewal of chapters, evaluates the success of each chapter, and works with over 450 volunteers throughout the US and Canada. This person is the primary contact for all 60+ local chapters and liaison with the chapter leadership.

Currently the local chapter network stands at 63 local chapters, 462 volunteer officers, 17 NOs, and the BOD. The HDI local chapter program manager coordinates, supports, and maintains all information, records, and statistics for all of these entities. If you or your chapter needs help, support, advice, or has any questions, your DP should be your first point of contact. Your DP will bring the current program manager in to address any questions as needed.

The current local chapter program manager is Kerri Kramer.


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Account Managers

Contact any of HDI's account managers for more information on any HDI product or service. The account managers are here to help you with all of your technical service and support needs!
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Contact Your Account Manager
[West | Victoria Salazar]
[South Central | Shea Knauff]
[Northeast | Jennifer Quigley]
[Midwest | Tina Buchberger]
[Mid-Atlantic | Tiffany Vaughn]

LCO Succession Planning

It is very important for the success of your LCOs and your chapter to implement and maintain a succession plan for your chapter’s executive board. The knowledge you have gained during your term as an LCO should be shared and passed down to the next LCO elected into your role. Without a succession plan for your officers, each new officer joining your executive board would have to learn the role from scratch, and the progress and success you have had over your term would be lost.

We have included a local chapter succession plan template below. This template and other succession planning tools and templates can be found in CHKR on HDIConnect in the LCO community library. To easily find the tools and templates within CHKR, search for “Succession Plan” on HDIConnect.


Local Chapter Succession Planning Template

Position Name                     Date Joined Board Term End Date Future Candidate(s)
President
VP, Programs
VP, Membership
VP, Finance
VP, Communications
VP, Content
VP, Vendor Relations


Location/Details for Processes and Systems Used for Each Role

President
Task          Location of Instructions Backup Person(s)







VP, Programs
Task          Location of Instructions Backup Person(s)







VP, Membership
Task          Location of Instructions Backup Person(s)







VP, Finance
Task          Location of Instructions Backup Person(s)







VP, Content
Task          Location of Instructions Backup Person(s)







VP, Vendor Relations
Task          Location of Instructions Backup Person(s)







Schedule of Board Succession Events

Month          Event          Details         
January
February
March Officer Elections
April National Conference
May
June Leadership Development Summit
July
August
September
October
November FUSION Conference
December


What is your succession plan?

  • Board positions, terms
  • Plan/process to replenish board
  • Officer recruitment
  • Annual elections and board calendar
  • Access to procedures, systems
  • Shadowing
  • Mentoring
  • Officer orientation, engagement, development, recognition

Local Chapters: Structure

National and Regional Leadership Structure

A district comprises four to five chapters in close geographic proximity; each district is led by a district president (DP). Four districts comprise one region, which is led by a regional vice president (RVP). The RVPs partner with the national VP of finance (NVPF), and together they work with the seven members of the BOD to manage the operations and strategic direction of the local chapter community.


The RVPs work with the DPs in their areas by facilitating discussions, responding to questions from LCOs, helping to launch new chapters, supporting struggling chapters, representing the interests and concerns of their chapters at the HDI corporate level, and consulting with their chapter members and LCOs on a regular basis. The NVPF serves as the finance subject matter expert for local chapters, supporting RVPs, DPs, and LCOs. This individual approves all local chapter annual budgets prior to submitting to the BOD's treasurer for final approval.

A current version of the RVP, NVP of finance, and DP job descriptions are available in CHKR.

Local Chapter Officer Structure

A local chapter must have a minimum of six (6) officers (often referred to as board members or the executive board). The core officers are:

  • President
  • VP, Programs
  • VP, Communications
  • VP, Finance
  • VP, Membership
  • VP, Vendor Relations/Sponsorship
  • Officers in the roles listed must perform the specified duties.

    • President
      • Preside over all meetings of the chapter and the board.
      • Ensure officer positions are filled and oversee officer nomination and election processes.
      • Represent the chapter on all official HDI matters.
      • Oversee all chapter activities with and through the other officers.
      • Take steps to ensure all officers and members abide by the local chapter operating principles and policies agreement.
      • Act as a tie breaker when voting.
      • Perform other duties pertaining to the office of president as defined by HDI.
    • VP, Programs
      • Identify topics and speakers, and set meeting agendas.
      • Solicit hosts and presenters for each meeting.
      • Correspond with VP, Communications about upcoming meetings and events.
      • Serve as primary contact for educational program ideas and requests.
      • Vote on issues.
      • Perform other duties pertaining to the office of VP, Programs as defined by HDI.
    • VP, Membership
      • Design and implement strategies for growing membership for the local chapter.
      • Keep membership records and communicate them to HDI via the local chapter program manager.
      • Keep attendance records.
      • Solicit new members.
      • Vote on issues.
      • Perform other duties pertaining to the office of VP, Membership as defined by HDI.
    • VP, Communications
      • Take minutes at every meeting and present them to the newsletter editor and webmaster for publication in the newsletter and on the chapter website.
      • Maintain chapter records.
      • Submit to HDI at least one copy of all announcements, newsletters, meeting minutes, and other materials that are produced and distributed by the chapter.
      • Communicate with HDI for information regarding upcoming national events.
      • Send a survey to chapter meeting attendees.
      • Be the backup for the newsletter editor.
      • Vote on issues.
      • Perform other duties pertaining to the office of VP, Communication as defined by HDI.
    • VP, Finance
      • Be custodian of all chapter funds.
      • Receive all monies and disburse funds with the approval of officers and/or membership.
      • Maintain chapter budget and present to officers at monthly meeting.
      • Maintain chapter budget and submit to DP on an annual basis.
      • Maintain financial report and submit to local chapter program manager on a quarterly basis.
      • Release funds as necessary for the health of the chapter.
      • Submit books and records for audit when required.
      • File all tax forms as required.
      • Vote on issues.
      • Perform other duties pertaining to the office of VP, Finance as defined by HDI.
    • VP, Sponsorship (VP, Vendor Relations)
      • Maintain the vendor list.
      • Remain vendor neutral.
      • Review current policy and update it.
      • Obtain additional sponsors.
      • Create partnering programs with existing or new vendors to reach out to each other’s customers.
      • Find ways to introduce members to current sponsors.
      • Survey each sponsor after each meeting to obtain feedback for improvement.
      • Ask sponsors for program.
      • Develop value proposition.
    • VP, Content Relations / Webmaster
      • Serve as webmaster, maintain the website.
      • Get consent from board and/or members to post items.
      • Keep board apprised of changes.
      • Vote on issues.
      • Perform other duties pertaining to the office of webmaster as defined by HDI.
    • Newsletter Editor
      • Design and maintain the newsletter.
      • Edit all articles submitted for publication in newsletter.
      • Vote on issues.
      • Perform other duties pertaining to the office of Newsletter Editor as defined by HDI.
    • Librarian
      • Get consent from board and/or members for library purchases.
      • Purchase materials.
      • Maintain and track chapter assets.
      • Vote on issues.
      • Perform other duties pertaining to the office of Librarian as defined by HDI.
    • VP, Training and Development/Events Coordinator
      • Promote upcoming training classes at local chapter meetings, email distribution lists, etc.
      • Commit to hosting local HDI training classes (classes posted online at least six months in advance) by submitting the Understanding for Local Chapter-Sponsored Training form to your HDI account manager.
      • Secure a location with required amenities for each training session.
      • Provide breakfast, drinks, and afternoon snacks for each day of the training class.
      • Cleanup after completion of class.
      • Welcome training class participants on the first day of class and promote local chapter participation and membership.
      • Communicate with VP, Finance to inform of class completion and ensure the PO is submitted to HDI for payment.

    In addition to these core/standard roles, chapters can define additional roles/structures that provide added benefits specific to a given chapter, including leadership councils and committees.

    Board Meetings

    LCOs should meet as often as necessary to plan and coordinate chapter activities, but at a minimum of eight (8) meetings per year. These meetings will be more frequent when a chapter is launched and at the start of each new year. We recommend that near the end of each year, old and new officers hold a joint review/planning meeting to review past accomplishments and plan for the upcoming year.

    The board should use status reports to keep officers and members informed on membership growth, budget developments, vendor events/exhibition progress, and committee activities, as well as personal items relating to the chapter membership. The overall objective of the status report is to keep your officers and members as well informed as possible. It should be brief, but informative.

    Strategic Planning Meeting

    In order for your officers to best arrange and communicate meetings and events, for any chapter to grow and mature, and for your chapter members to have confidence in the consistency of the chapter's activities, the executive board should take time to set goals, plan events, and budget accordingly. Holding an annual strategic planning meeting is a proven best practice.

    Best results are realized when:

    • The meeting is held in person.
    • The agenda is published in advance.
    • All or nearly all officers are in attendance.
    • The meeting is long enough to fully cover the planned agenda.
    • Notes are taken and the results are followed up on during subsequent board meetings.

    The strategic planning meeting should focus on the following:

    • Team building, getting acquainted/reacquainted (15 minutes)
    • Where are we now? (30 minutes)
      • What are we doing right?
      • Where do we need to improve?
      • How healthy is the chapter (review the dashboard)?
      • How is our progress toward the Circle of Excellence?
      • Review processes, procedures, and bylaws
    • Where do we want to go? (45 minutes)
      • President
      • Review old goals and mission
      • Conference call participation (regional, national, other)
      • Set goals
    • VP, Membership
      • Membership drive
      • Present stats on meeting attendance
      • Staying in touch
      • Increase meeting attendance
    • VP, Programs
      • Meeting content/format
      • Meeting giveaways and games
      • Special events
      • Executive panel
      • HDI awards
      • Holiday party
      • Training events
    • VP, Finance
      • Present annual and monthly budget
      • Present quarterly financial reports
    • VP, Sponsorship: Present chapter sponsors
    • VP, Communications
      • Annual survey
      • Website
      • Marketing
      • Method of communications (email, telephone, web, social media, etc.)
      • Present survey results from prior chapter meeting
    • Moving forward (30 minutes)
      • Goals for each officer
      • Succession planning
      • Committees
    Monthly Meeting Agenda
    • Welcome
    • President updates (including district and HDI updates))
    • Old business
      • Programs update
      • Survey results from last meeting
      • Upcoming schedule
    • VP updates/roundtable
    • New business
    • Action items

    Annual Elections

    It is a best practice for LCOs to serve two-year terms and for half the board to turn over year. This practice is to help prevent a full replacement of the board at any one time.

    • Survey officers to determine their current state.
      • Do you want to remain in your current position?
      • Is there another position that you’d like to serve in?
      • Are you interested in sharing the position with another person as co-officer?
    • Verify which officer terms have ended according to the bylaws.
    • Verify which officer positions are to be included on the ballot (e.g., some chapters have president elected from within the current board).

    Officer Recruitment

    Recruitment takes time and effort, but it pays off in the long run. Some recruitment techniques include:

    • Asking for volunteers publicly
    • Sending emails asking for people to help
    • Passing out sign-up sheets at meetings
    • Asking other officers or members for recommendations
    • Advertising in workplaces or schools
    • Advertising in local trade magazines or newspapers

    All of these techniques may bring you volunteers, but the most effective way to recruit officers is to speak to potential candidates personally, whether you do it over the phone or in person (in person is best). You can talk to them before or after a chapter meeting, or you can meet them for lunch or happy hour. It’s much harder to say “no” to someone in person. However, it is important that all officers are committed and enthusiastic, and have the ability and time resources to participate fully. No one should be goaded into serving.

    The following is the recommended timeline for recruitment. You may be thinking, “But in our chapter, officer elections are held at a different time.” To gain the greatest benefit from the Leadership Development Summit in June, your election process should proceed as described below. Why? The Leadership Development Summit provides new and current officers with an opportunity to get new information and ideas from HDI, the NOs, and their fellow LCOs. If your officer term runs June/July to May/June, then your officers will be able to make plans that align with what they have learned at the Leadership Development Summit. Your chapter is by no means required to follow the timeline below; however, many of the more successful chapters do.

    Month Timing Activity
    January During the month President determines upcoming officer openings. President establishes nominating committee
    January Beginning of the month Determines which new positions are needed
    February Chapter meeting Announce open positions
    February During the month Nominating committee works to recruit volunteers for open positions
    March Chapter meeting Last call for open positions
    March After chapter meeting Nominating committee collects bios for all officer candidates
    April Chapter meeting Hold election
    May Chapter meeting Announce new officers

    Start recruiting committee members

    June Annual Officers Meeting At least one officer should attend

    For those individuals that ran for an officer position, but were not elected into the role, it is valuable to invite them to join a leadership committee that will help the board. It is better to engage leaders that want to serve then to turn them away. A leadership committee is also a great way to help with your board’s succession plan.

    Succession Planning

    The president should contact each current officer personally and talk to them about their plans. This also gives the president a chance to talk with the officer about his or her own succession plans. If personal contact isn’t possible, send an email and request a response. If some board members don’t respond, bring the topic up at the next board meeting. To learn more about succession planning, see section 4.3.

    Local Chapters: Programming

    A Year of Programs

    Planning a year of successful programs requires collaboration and team work between board members of the chapter. This is where an annual strategy meeting is helpful.

    Program Budget

    The program budget supports the chapter's regularly scheduled programs (at least 4 per year), special events, and other activities the chapter has planned. It varies depending on the event and the chapter, as well as on your chapter’s financial capital.

    Items to consider:

    • Reimburse travel expenses for the right speaker. It may not be feasible to pay for a speaker every month.
    • Share speaker cost with another chapter or try to plan another event that the speaker could do during that time (training or another speaking event).
    • Find a sponsor to pay for the speaker.
    • Show your speakers your appreciation with a membership, a meal, a gift card, thank-you notes, a plaque, etc.

    Global Programs and Speaker Directory

    The Global Programs Committee is currently a project being managed by a subcommittee of the NOs. The committee provides all program VPs with a place to collaborate and source content for programs. If you are interested in joining the committee, please let Kerri Kramer know!

    The Global Programs community can be found on HDIConnect; all program VPs automatically have access to this community. The current speaker database is located on CHKR.

    Vendor Relations and Sponsorships

    Vendors can be great sponsors for your local chapter, and you are encouraged to reach out to them. However, local chapter meetings should focus on education and networking, not selling. All presentations must be vendor-neutral, meaning the presentation does not promote a vendor's product or contain product demos/promotions. Sponsors get special recognition, but they are expected to network at your meetings, not sell at these meetings. If a vendor does reach out to you directly, be ready to convert them to a paid sponsor. Value has a price, so now what value you can offer them for their sponsorship at a given rate.

    Reminder: As an LCO, you agreed to promote HDI products and services to your members. You wear the HDI brand and must take care to protect
    that brand. You agreed to not promote or endorse any other products in the market. If you have any concerns about any vendor actions
    or activities, please advise HDI or your DP so that we can assist in managing vendor relationships. We need to keep the local chapters
    a safe community for our members to network and learn.

    Before you can secure a sponsor, you have to understand what the benefits of sponsorship with your local chapter are going to be. Understand this list and be prepared to explain the value of each point to a sponsor. Your ability to explain the value of sponsorship will directly affect your chapter's budget:

    • Reaching industry leaders associated with the largest professional association for the technical support industry
    • Providing exposure to representative(s) from these well-known companies, etc.
    • Increasing awareness of your products
    • Networking
    • Communicating with more than the number of contacts in your chapter’s email list
    • Promoting your company through the chapter website, newsletters, and events

    One of your most powerful tools to get new sponsors is to show potential sponsors how much you appreciate existing sponsors. During your chapter meetings and events, you must make a big deal about your sponsors. Take five minutes and praise your existing sponsors. Thank them for their support. Potential sponsors in your audience will see how you treat existing sponsors and will approach you after the meeting to find out how they can get involved. Feel free to use the following as a nice introduction to your sponsors at your next meeting:

    At this time, we would like to take a moment and thank our generous sponsors for their support of our HDI local chapter. As you know, 
    HDI local chapters are nonprofit and receive minimal funding to provide programming to our membership and attendees. It is only through
    the generosity and support of our partner sponsors that we are able to bring such valuable educational and networking opportunities to our
    attendees at low cost. Please join me in thanking our sponsors for their continued support of our organization. I encourage you to talk to
    these partners and find out about their service offerings. Use this as an opportunity to educate yourself, expand your network, and
    show the sponsors how much you appreciate their assistance.

    Before you go out and recruit sponsors, there are a few items to consider when asking anyone for financial support:

    • Tone: Be confident in the product you are asking the vendor to support. Do not be mousy when speaking. Exude pride in your organization.
    • Personality: Look the vendor in the eyes and shake hands firmly. Elaborate on why your chapter is great and why they have to get involved.
    • Presentation: This is a business transaction, with a contract and terms. Dress and present yourself like a representative of the organization.
    • Presence: Own the room when you are asking for a vendor's support. You have to have the attitude that you have something awesome and they would be a fool not to partake. If you have that air about you, the vendor will be wondering what you know that is so good and how can they become involved. Do not be afraid to praise your chapter. Nobody is going to do it for you, and if you do not think you are the best, why would a vendor give you any support?
    • Negotiation: The ability to negotiate can be a very powerful tool, especially if you are establishing your program. Of course, you want to sell a sponsorship for as much as possible, but you need to be flexible, especially when getting your program up and running. Also, do not forget you can change terms, and also barter as part of the agreement. Extended website presence can be a very powerful negotiating tactic, especially for a vendor that is looking for market placement. You can trade keynote addresses for sponsorship. You can even think about giving away a big sponsorship at a bargain price to help lure additional sponsors. Often, someone does not want to go first because they do not know the value. However, if you already have a sponsor, then others will see that the program works, and will be more likely to get involved.
    • Deliverables: As a word of caution, do not rush to get your side of the deliverables out there until you have money in hand. Sponsors may agree to sponsor, but the “check is in the mail” excuse may often delay receipt of funds (perhaps indefinitely). Be very clear with your sponsor that you need their end of the deal before you can work on yours.

    Planning Meetings

    Meeting Types

    Local chapters hold several different types of meetings, but there the three most important: LCO meetings/calls, board/leadership meetings (chapter operations), and nonmember/member meetings and events.

    Executive Board/Leadership Meetings
    During these meetings, the executive board discusses the chapter’s current state and future direction, and ensures that the chapter is meeting its minimum health requirements based on the chapter health dashboard. The board should meet a minimum of eight (8) times per year, however more frequent meetings may be needed. The regularity of these meetings should be based on what the board deems relevant to chapter activities, goals, and planning needs. These meetings could be biweekly conference calls (30 minutes or less) and/or face-to-face meetings. It is recommended that the board meet in person at least once a month, as this helps build a strong team.

    Member/Nonmember Meetings and Events
    Chapter meetings and events are what bring HDI "home" to so many members. The "chapter experience" begins with these events, where members share best practices, exchange ideas, and build their networks. It's very important for the board to put careful and intentional planning into the execution of these gatherings. For many chapters, meetings are a way to recreate the HDI conference experience locally: quality programming, effective networking, and an important opportunity to take new learnings back to the workplace, advancing the individual and their team.

    At a minimum, local chapters are required to hold four (4) face-to-face meetings each year; on average, most local chapters host six to eight (6-8) events per year.

    Meeting Survey

    There are a number of things that drive meeting attendance. Surveying the chapter membership as well as the nonmembers in the chapter's geography can help the board decide things like location, frequency, time/date, length, topics of interest, format, etc. When should a chapter conduct a meeting survey?

    • For new chapters, conducting a meeting survey is important in order to start setting up chapter meetings at the best possible time for the most attendance.
    • For chapters whose meeting attendance has fallen off, conducting a meeting survey can help to find out if a greater number of people would attend if you changed certain variables.
    • For chapters looking for new ideas for topics or looking to just "change it up."

    You can use online tools like SurveyMonkey to distribute surveys to your chapter's list, as well as to those who attend your regular meetings. It's important to get feedback from both those who are regularly attending as well as those who do not. If you get less than a 10% response rate on your surveys, you may need to make some phone calls to get information from the different groups of people.

    Once you have collected the survey results, start looking at the different options available for your meeting events. Be sure to share the results with your chapter membership through the website and a meeting announcement and/or handout.

    Location, Date, and Time

    Location, location, location! This is one of the most important decisions (besides day/time) that the board will make about its regular chapter meeting events. Many chapters find that rotating meeting locations can be a draw for attendance, as members are interested in seeing how other companies' set up their support environments, data centers, and desktop support areas (when those tours are possible). When vendor sponsors have interesting sites to share, this also can be a draw. Other chapters find that having a consistent location where the meeting is regularly held can make it easier not only for planning but also for members to find it. Surveys can tell you a lot about whether location is a draw or a deterrent.

    Regardless, whether you hold your meetings around or at a specific site, it is important whenever possible to host meetings at locations or companies that have HDI members. For large events, you might need to consider hosting the meeting off-site at a hotel or restaurant; bear in mind, this may incur additional expenses.

    The day and time is another important detail to pull from your survey results. While a majority of chapters find lunch meetings to be popular, there was a time when that was not the case. Things change, and it's important to check in with your membership and attendee base regularly to see if there are opportunities to adjust or vary your meeting times.

    Topic/Content

    There are a number of ways to get ideas on topics and format for your meetings or events. These can include:

    • Surveying members at the end of each meeting, at a minimum.
    • Attending the HDI conference, to learn about industry trends and attendee challenges.
    • Asking vendor sponsors to provide insight into vendor-neutral industry topics.
    • Asking other chapters which speakers and/or topics have been successful for them.
    Format

    Most chapter meetings follow a standard format:

    • The president opens the meeting, welcoming attendees and introducing and acknowledging the chapter officers, vendor sponsors, and speaker(s).
    • This is followed by a brief chapter business update (no more than ten minutes), which include HDI corporate updates and any chapter business to share with the chapter membership.
    • The presentation follows. Presentations should be no longer than one hour; attendees tend to lose interest in long presentations, unless it is an interactive, workshop-style format. Always review speaker presentations in advance to make sure they include some takeaways for the attendees.

    Engage attendees by holding raffles, giving away anything from Starbucks cards to iPads (large prizes may be provided by vendors/sponsors). Above all, make sure your meetings are interactive and engaging (ice breakers or networking games).

    Speaker/Facilitator

    The speaker and the facilitator should not be the same person. If someone from your chapter’s board will be speaking, ask someone else from the board to facilitate the meeting. Speakers could be from your board, an HDI member, a guest from another chapter, or an HDI staff member, but vendors also have great topics and speakers. Just make sure they stick to best practices, not sales pitches.

    Audience

    A good-size meeting is thirty to forty (30-40) attendees. HDI members are your target audience; however, you are encouraged to open the meeting to local technical support professionals. This makes meetings more interesting and dynamic, but it also gives nonmembers the opportunity to learn more about HDI and see the value.

    Charging nonmembers for meetings
    Because your local chapter is providing value through content and programs, it is a best practice to charge nonmembers to attend your meetings. One of the key values of HDI membership is access to local chapters meetings. A portion of your chapter’s funds are acquired through membership dues ($65 per member in your chapter’s area). When chapters allow nonmembers to attend meetings for free, they dilute the value of membership. Even a simple $10 per meeting for nonmembers is reasonable, higher if your chapter includes meals with the meeting. All chapters should charge nonmembers to attend meetings.

    Resources

    • Speaker library: You have access to the HDI speaker library, which includes more than 100 thought leaders in technical service and support.
    • Content library: You have access to CHKR, which contains a wealth of knowledge on different types of programs, topics, and content. The HDI Conference & Expo and the FUSION conference always have current and timely content; they are great sources for meeting topics.

    Forms

    • Speaker guidelines: To ensure speakers meet your requirements, it is best to provide them with some guidelines, including:
      • Topic (vendor-neutral)
      • Duration of the presentation
      • Presentation submission deadlines (submitted to the chapter X days before the actual meeting)
      • Approval to publish presentation and share with attendees
      • Technology requirements/restrictions (i.e., speaker is responsible for bringing a computer and the presentation)
    • Speaker agreements: It is always best to have a speaker agreement to make sure the expectations and deliverables are clear to both parties. These agreements should include:
      • Presentation logistics
      • Arrangements and finances
      • Waivers, if applicable
      • Speaker acceptance
    • Venue guidelines and agreements: It is often helpful to survey your venue to ensure it will meet your needs and requirements. Some of the items to consider could include:
      • Meeting space and location
      • How many people can be accommodated and the seating configuration (i.e., classroom, lecture, round tables, auditorium, etc.)
      • Parking arrangements (i.e., on-site, free, pay-by-the-hour/-event, etc.)
      • Security access and requirements
    • Invoice templates: One of the main reasons to generate an invoice is a formal request for funds when a sponsor agrees to a sponsorship level. There are invoice samples available in CHKR.
    • Food and beverage examples: If you specify that food/refreshments will be provided at an event, always check with the venue:
      • Does the meeting location have banquet or catering facilities?
      • Can attendees use the company cafeteria at the host location?
      • Is a private dining room available?
      • Can attendees purchase meal tickets in advance?
      • Can food be ordered from outside and delivered to the venue, or does the chapter have to use the venue’s catering services?
    • Meeting planning template (project management template): There are meeting planning templates for small/medium/large and special events available in CHKR (e.g., for HDI Analyst of the Year events).
    • Internet/Wi-Fi/cameras: Today, everyone has some kind of mobile device, be it a smartphone, an iPad, or a computer. Wi-Fi availability could be a deciding factor for some attendees. Check with the venue on the following:
      • Is the venue equipped with Wi-Fi? Is it free?
      • How will attendees connect to the Wi-Fi? If applicable, have name and passwords available so attendees can easily connect.
      • Are there any company restrictions (if hosting an event at an enterprise)? How many users can be connected to the Wi-Fi at the same time?
      • Is it okay to take pictures/videos?

    Planning Special Events

    There are several types of special events a local chapter could host, including, but not limited to, vendor fairs, leadership conferences, and HDI award program events. The following guidelines apply to special events (though not all guidelines will apply to every type of event):

    • Draft a formal budget: Approximately eight to ten (8-10) months prior to the event, draft a formal budget that includes the expenses you expect to incur, as well as the number of vendors/sponsors you expect to participate (if applicable). Your assumptions should also include registration fees for attendees, the number of attendees you expect to attend, the cost of food and beverage required for the event, audio/visual support for the speakers, an event management company for exhibition (if applicable), and registration costs (badges). Your budget should also include a complete outline of the program.
    • Select a site: Your location should be selected based on the established budget, and it should have:
      • Adequate parking
      • Space enough to accommodate the anticipated number of attendees/vendors
      • Food and beverage service
      • Support staff at the site (hotel, convention center, corporate location, etc.) to support vendor setup (if applicable), room setup, electrical requirements, etc.
    • Choose an event management company: If vendors will be attending your event and they want something other than a tabletop (e.g., power, Wi-Fi, lighting), you’ll need to use an event management company. Typically, the venue will provide a list of preferred suppliers.
    • Select an audio/visual provider: Be sure to assess the audio/visual needs of each speaker prior to the event, and select a provider in advance (if the venue does not provide this service). Once again, the venue can provide a list of preferred suppliers.
    • Contract with a caterer: If food and beverages are going to be provided, establish a contract with a caterer if the venue does not provide catering services.
    • On-site registration: Make arrangements for adequate staffing for on-site registration. Be sure that staff is on-site with ample time to assemble badges and handouts, if necessary. Failure to register attendees and direct them to the session in a timely fashion can jeopardize the entire program.
    • Designate points of contact for specific tasks: Your VP, Programs should drive this event and communicate effectively with the board and the venue. He/she should also designate points of contact for specific tasks, to ensure there is no uncertainty regarding direction, communication, or objectives. Enforce accountability for each assigned individual throughout the planning and execution of the event! Areas that must have points of contact include:
      • Vendor sales and the decorator company
      • Speaker selection and follow-up
      • Registration (both advance and on-site registration)
      • Facilities (site, audio/visual, food and beverage)
      • Financial management (execute contracts, pay suppliers, receive and disburse all funds)
      • Signage for all activities throughout the event
    • Determine conference program for show and signage: The program and signage should cover the “who, what, when, and where” of the event. Local chapters may not use HDI trademarks without written permission from HDI Corporate. Please send advance copies of all signage and marketing materials to HDI for review and approval prior to the event.
    Vendor Fairs

    Typically, vendor fairs open with a keynote speaker, someone of prominence in the industry, with name recognition that will draw attendees. Some chapters have even had success using HDI training programs to draw attendees to vendor fairs. Another way to engage vendors and attendees is to have each vendor bring one food item to the lunch. It is a good way to get people to the vendor’s booth, and it is a good way to reduce the event’s food and beverage costs. Boxed lunches also give people the freedom to mingle with vendors during the lunch hour.

    Leadership Conferences

    Typically, leadership conferences open with a presentation from the president, who can use that time to share his/her experiences with HDI. These events are an opportunity for the chapter leadership to reach out to those who have regularly attended meetings and feel they have something to contribute to the board. Leadership conferences are great dinner events.

    HDI Awards Program

    Each year, HDI honors the very best of the technical support profession with a variety of industry awards. These awards recognize the individuals, teams, and organizations that have most enhanced the image of the support industry by attaining the highest standards of quality and customer satisfaction.

    HDI's industry awards are the ideal way to acknowledge and celebrate professional achievement. Our internationally recognized awards provide the industry’s finest with a sense of prominence and accomplishment, while earning them trust and credibility from employers and customers. Five industry awards are handed out at the HDI Conference & Expo each spring:

    • HDI Analyst of the Year Award (AOY)
    • HDI Desktop Support Technician of the Year Award (DSTOY)
    • HDI Manager of the Year Award (MOY)
    • HDI Local Chapter Officer of the Year Award (LCOY)
    • HDI Team Excellence Award

    Two additional service management awards are handed out at the FUSION conference each fall:

    • HDI Service Improvement Award
    • HDI Knowledge-Centered Service Award

    The local chapters are integral to the nomination and judging process for the AOY and DSTOY Awards. The timing here is critical! Failure to adhere to the schedule could result in disqualification from the regional and national competitions.

    Call for Nominations
    HDI issues a call for nominations every summer.

    • All local chapters must have nominators complete the official nomination form to nominate candidates for the AOY and DSTOY awards. This provides a level playing ground for all nominees at the local chapter level. This also helps smooth the transition between your local chapter competition and the regional competition.
    • The official nomination form is due on October 31.

    The typical timeline for the AOY and DSTOY awards season is as follows:

    Date Activity
    July 1 HDI opens call for nominations.
    October 31 Local nomination period ends and all nomination forms must be submitted to your local chapter (this is a required deadline).
    November 1 – November 30 Local chapter judging takes place.
    December 1 – December 18 Local chapters conduct award ceremonies.
    December 18 Local chapter provides names of local winners to DP and RVP.
    December 18 – January 31 Regional judging takes place.
    January 31 Regional winners submitted to HDI.
    February Regional winners are contacted by HDI regarding HDI Conference & Expo and personal interview schedule.
    February/March RVPs make sure travel arrangements and hotel reservations for regional winners are complete (window may be shorter depending on dates of HDI Conference & Expo).
    March/ April HDI and RVPs work together to resolve any outstanding concerns (window may be shorter depending on dates of HDI Conference & Expo).

    For more information, review the AOY and DSTOY process documentation on CHKR.

    Local Chapters: Financing

    Membership Dues

    HDI collects membership dues on behalf of the local chapters and disburses the funds based on the member’s location (within the designated ZIP codes for an active chapter):

    • Single-year memberships at $65 per year
    • Multi-year memberships at $50 per year, paid in a lump sum
    • Corporate/bulk quantity (6+) memberships at $50 per year
    • Student memberships at $0 per year

    QuickBooks Training

    This section is under construction; the taxonomy is being reviewed for 2017.

    • Taxonomy of chart of accounts
    • Training video on how to use QuickBooks
    • Training webinar, presented by Caitlin Selva in November 2014 (available in CHKR for reference)

    Sponsorships (Vendor Funding)

    The following is a sample invoice that can be modified to fit your chapter’s needs: Invoice1.JPG Invoice2.JPG

    Maintaining a Federal Tax ID

    • Each chapter will have its own federal tax ID number.
    • Each chapter will be registered to do business in its respective state.
    • Each chapter will be required to update its status at the state level, usually on a biannual basis.

    Responsibilities and Liabilities

    Each local chapter will need to complete the following:

    • Ensure that a complete and accurate financial report is submitted to HDI quarterly, through QuickBooks.
    • Maintain accurate financial records in order to comply with financial requirements for maintaining a legal entity.
    • Adhere to the business purpose of a nonprofit local chapter (demonstrated by submitting meeting agendas and/or minutes for each chapter meeting and minutes for each board meeting to HDI).
    • Notify HDI immediately about any communication from a federal or state tax authority.
    • Maintain nonprofit status by filing an annual report and paying any associated fees. This report is required by each state; the notice to file is sent to the chapter’s registered agent.
    • Respond in a timely fashion to correspondence from the state relating to the chapter’s nonprofit status. Failure to comply can impact the chapter’s nonprofit status.
    • Update the registered agent as needed. The registered agent needs to live in the state where the nonprofit application was filed. The registered agent doesn’t have to change at the time of officer elections unless the current agent will no longer be affiliated with the chapter. The chapter may change its registered agent at any time, by filing a form with the state.

    Additional information about the Non-Profit Guidelines can be found on HDIConnect, where you will also find the Non-Profit Dashboard that includes specific information about your chapter's state requirements. If you have questions regarding your chapter's specific requirements, please contact your district president.

    Local Chapter Bank Account

    Please reference the Standard Guideline for HDC Local Chapter Bank Accounts & Bank Account Reserves for guidance on local chapter bank account balance and reserves.

    Local Chapters: Marketing

    This section serves to provide inspiration and ideas for growing your chapter and increasing meeting attendance. It is highly recommended that you elect or appoint an officer whose sole responsibility is the growth of the chapter.

    Branding

    Be sure to include your HDI-branded chapter logo on everything: your website, your marketing communications, your PowerPoint slides, etc. HDI has provided every chapter with a tablecloth and small sign to use at meetings; if you can, set up a table outside the meeting room and use the tablecloth and sign to let your attendees know they are in the right place when they arrive.

    Metrics

    Metrics matter! Keep track of some basic metrics for your chapter:

    • Are you growing? Shrinking?
    • What is your target audience?
    • Where are these areas of improvement?
    • How many people attended each of your events?
      • How many are members? Nonmembers?
    • What professional levels are represented in your chapter?
      • How many members in each professional level?
    • How many names are on your mailing list?
    • How many Twitter followers does your chapter have?
    • How many Facebook group members does your chapter have?
    • How many LinkedIn group members does your chapter have?

    From there you can set growth goals and come up with a good marketing plan to meet those goals. This data can also help you make programming choices. Develop and test different strategies based on what you learn from taking a closer look at your audience demographics.

    Marketing Channels

    There are many options available for getting the word out about your chapter. Marketing is all about repetition, so use as many of these channels as possible. There are a lot of marketing messages out there in the world, and your message has to compete. One of the ways that marketers do this is by repeating the message again and again, using many methods simultaneously.

    Traditional Marketing

    • Direct mail: Mail postcards and letters to the people on your marketing list to keep them up to date on chapter events. Printing and postage make this a costly channel, but it is an effective way to communicate.
      • Discounts on postage at the post office start when you mail more than 200 pieces, and there is work involved in complying with standard rate mail requirements. Mail houses can help manage that for you (for a cost).
    • Brochures: Contact HDI to order marketing brochures.
    • Newsletters: Produce a regular newsletter (however frequently works best for you) that shares upcoming meeting details, updates from the previous meeting, links to relevant content, sponsor logos and information, etc. This will keep your members engaged between meetings.

    Online (Interactive) Marketing

    There are a number of things you can do to make your website a powerful marketing tool. As a best practice, all chapters should plan to migrate to a site hosted on HDIConnect. Please contact the local chapter program manager for more information.

    When someone searches for something related to your website, there are some easy strategies you can put in place to improve your page ranking (i.e., ensure that your site will be one of the first sites that shows up in the search results). Here are some ideas:

    • All of the content you put on your website should be seeded with keywords. You can help improve your chapter’s page rank by researching the keywords your target audience tends to use and seeding your content with those words (this is an ongoing process, and that list should be reviewed regularly). There are some great free tools out there to help you do this:
      • Soovle.com
      • Ubersuggest.org
      • Google AdWords
      • Bing Ads
      • Google Keyword Planner
      • Wordstream Keyword Tool
    • Link your Google+ account to your website. Google+ is Google’s response to the social network trend, and many think that it was created to compete directly with Facebook. Wrong! Google created it to be a way to collect data on the people behind the webpage. Webpages that are tied to active Google+ accounts have better visibility on Google.
      • If you feature guest articles on your site, link to the author’s Google+ account and use their profile picture. Google loves this!
    • Watch where you link to and who links to you. You can sink your page rankings by linking to low-quality sites.
    • Avoid linking to sites that don’t have an “About Us” or “Contact us” section. Avoid using the same link over and over again in your copy. You just need to link to it once.
    • Add Google Analytics to your chapter website to measure traffic and interaction with your site. Use that to determine which areas of your site draw the most activity. This can help you reorganize the information on your site so you feature the hottest topics and so your users find what they are looking for more easily. It can also help you determine which content to feature at meetings. Also, if you see that you have a page where users are not spending time or where they are abandoning the site in the middle of a process, this can indicate that this area of your site needs to be redesigned to make it easier to use.
    • Restrict part of the chapter website to members only (i.e., you have to log in to access meeting content and resources).
    • Link to the HDI Corporate website from your website. HDI Corporate links to each chapter website in the directory, and that does increase referral traffic. It helps all of us to mutually link our websites!

    Social Media
    Some chapters elect or appoint a VP, Social Media to manage this part of the marketing plan exclusively.

    • Create an online presence on Twitter, Facebook, and LinkedIn. Your chapter should have its own groups/pages on each platform.
      • HDI Corporate can provide Facebook cover photos and profile pictures for each local chapter on request.
    • Share meeting details, announce speakers and sponsors, and retweet HDI Corporate.
    • Create your own hashtag, but also use the HDI hashtag (#ThinkHDI).

    Email Marketing

    • Email marketing is a cheap and effective way to communicate with your marketing list. You can send out your newsletter via email, as well as meeting notifications and reminders.
      • For in-person meetings, send out a couple of email notifications six weeks prior to the event. Send a second reminder four weeks before the event.
      • For web-based meetings, send your first email four weeks before the event, and then drop a second email two weeks before the event.
    • Be sure to familiarize yourself with CAN-SPAM and CASL laws. You will also need to include some clarification at the bottom of the email announcing that:
      • The email is being sent from the specific local chapter, and not from HDI Corporate.
      • Provide recipients with the option to unsubscribe from the email list. (Again, please note that the user is unsubscribing from your local chapter's list and not HDI Corporate.)
    • QR codes: On your printed materials and advertisements, you can include QR codes. These are small graphics that, when scanned with a smartphone, will automatically take the user to a particular webpage. There are lots of free services that will create QR codes for you. Use them carefully and conscientiously, though. Only link to web addresses that are accessible by smartphones (few people really want to read long-form content on their smartphone screens). Also, as you consider different QR code services, look for one that will tell you how many times someone used the QR code, so you can see if this tactic is working for you.

    Tradeshow/Event Marketing

    Look into promoting your chapter at local events. In many cases, if you help plan the event, or if you offer to promote it to your chapter, you can have a booth for free or for a small fee. Recruit volunteers to staff the booth. Why do this? It gives your chapter some great exposure. Be sure to bring small forms with you so you can collect contact information from the people who stop by your booth. You can add these names to your overall list that you use for emails and mail in your regular marketing, or you can add them to your call campaigns. Some examples of these sorts of events include:

    • Local community events: Many local chambers of commerce or business journals host events.
    • Vendor user conferences: Some of the larger vendors you work with in your support center host user conferences. Reach out to them and ask.
    • Regional tech councils: These councils focus on economic development for their region, and they tend to recruit and serve small businesses as well as large corporations. Each usually has a large member directory on their website, which could be used to find new members in your area. Councils often provide free meeting space to local chapters and space on their events calendar. These firms tend to host annual events, and local chapters might find it valuable to get a booth/tabletop at these events. The cost is usually very low. Find your local high-tech council.

    Communications and PR

    Do not overlook this important marketing channel! If you have never written a press release before, you can find a template on CHKR. Whether you send your press release to local newspapers, chambers of commerce, economic development councils, business journals, or even colleges, be sure to position your group as the local “go-to” experts. Introduce yourself to technology reporters in the area; being quoted in the paper as “president of the [name] local chapter, representing the international association for technical support professionals” is a great way to build awareness. In addition to using this channel to promote your events, be sure to share news of your award winners, special recognitions, and any other honors earned along the way!

    Channel Marketing

    Partner with people and organizations in your channel. Are there other associations, groups, or organizations you can partner with to do some collaborative marketing (promoting the chapter, collaborating on an event, sharing marketing responsibilities for an event, etc.)? This can be a great way to both share resources and build your marketing list!

    Grow Your Membership

    The overall goal is to increase meeting attendance and grow membership. There are lots of ways you can accomplish these goals; several ideas are listed below, but they are just a starting point. Feel free to expand on them. Also, reach out to your fellow local chapters to see what has worked for them! You have a tremendous network to lean on, and there are lots of good ideas worth sharing.

    Increasing Meeting Attendance

    How are you advertising your meetings? There are lots of ways you can do this. At HDI Corporate, when we have an event, we reach out to our list in a multitude of ways. We use direct mail, email, social media, and web advertising. Your chapter should do the same for your events. Again, marketing is all about repetition. It takes many touches to get the sort of numbers you would to see. Why? We are bombarded by marketing messages from a variety of sources every day. You have to repeat, repeat, and repeat to get the message through.

    Converting Nonmembers into Members

    Once you have them coming to your meetings, you need to convert the nonmembers to paid members. Why does this matter? Paid members are more actively engaged in the process as a whole, and they are much more likely to volunteer and take on leadership roles. Also, as your chapter becomes larger and more nonmembers convert, you will receive more dues from HDI Corporate. Remember, for every individual membership sold in your area, your chapter receives $65. Some conversion tactics include:

    • Making member applications available at all meetings. Contact HDI Corporate to learn more.
    • Creating a “Potential New Member” portfolio/kit that includes a welcome letter, an officer roster, a history of HDI and the local chapters, a fact sheet, a calendar of meetings and events, a newsletter sample, volunteer opportunities, a mission statement, a membership application, and HDI marketing materials (HDI Corporate will provide those materials).
    • Allowing nonmembers to attend a certain number of meetings before they are required to pay. You can implement a punch-card system with simple index cards to help you keep track.
    • Using a special sticker on name badges to identify members and nonmembers. Encourage members (especially officers) to seek out and talk to nonmembers.
    • Talking about the value of HDI membership, not just the benefits. What does that mean? Tell a nonmember about how and why HDI helps you in your career, instead of just listing off the benefits of your membership level.
    • Including a “Minute for Membership” section in your agenda, where you have a member share a testimonial or a success story where HDI membership played a key part.
    • Having informal happy hours after meetings, where there is a greater chance to talk and mingle with prospective members.
    • Having raffles where only members can participate; make membership forms available so nonmembers can join and participate.
    • Offering a complimentary three-month Trial membership. A Trial membership is equivalent to an HDI membership, except the Trial member does not receive the discounts associated with the membership. HDI Corporate will set up Trial memberships on the chapter’s behalf; once the Trial members are in the CRM, HDI Corporate will add them to the nurturing campaign to convert them to paying members. You can also have the prospect set up his or her Trial membership on the HDI website.
    • Wrapping up your meetings with a slide promoting membership. Some sample verbiage you can use is as follows:
      • “Not a member? Join today!”
      • “HDI members get access to valuable research and opportunities that help them connect, learn, and succeed — at one low price of $295! Learn more online or by calling 800.248.5667!”

    Holding Membership Drives

    Throughout the year, you should try to organize a few campaigns to grow your chapter. Keep in mind that every year, the size of your group will fluctuate, due to job changes, moves, life events, budget, etc. You need to continually focus on growing so that the influx of new members outpaces the number of people that will leave. Some ideas for member drives include:

    • Recruitment incentives:
      • Recruit five people, get a prize.
      • Recruit ten people, get a better prize.
      • The top recruiter gets a more fabulous prize!
    • Call campaigns: Call recently lapsed members; this personal touch can mean a lot.
    • 20/20 call campaign: Have each officer call or speak with twenty people they know, sharing the details of an upcoming meeting or event; these can be colleagues or friends in the industry. At the end of the conversation, ask those colleagues and friends to tell twenty of their colleagues and friends, and so on. This campaign can reach a lot of people within a short amount of time, as well as bring some new attendees to the chapter meeting or event.

    Consider that your chapter gets $65 for each new member, every year. The first year, you may break even. More members means more revenue and a larger budget to give your members more value with better chapter meetings & events. It also provides your chapter with the funds to send at least one chapter officer to the annual Leadership Development Summit.

    National Membership Drive

    Each year, HDI Corporate coordinates a membership drive for all local chapters to increase HDI membership across the United States and Canada, and around the world, via recruitment and retention efforts made by the local chapters and the HDI vChapter. HDI challenges each local chapter to increase its overall membership count by a specific percentage during the membership drive period.

    Keeping Your Members

    Once you have members attending your events, it is important to keep them engaged. Enriching content and networking time are both important, but how do you really know what matters most to your audience? It is important to conduct occasional surveys to make sure your activities track with your attendees’ expectations. Ask them questions like:

    • How did you hear about the event?
    • How satisfied were you with the meeting content?
    • Do you have any topic/speaker suggestions for next time?
    • Was the location easy to find?
    • Is this your first meeting? If so, how likely are you to return? Why?
    • Are you interested in becoming a member? Are you interested in volunteering?
      • For those who express an interest in becoming a member or a volunteer, send the list to your VP, Membership for follow-up.

    Keep tweaking your meeting strategy based on survey responses.

    Local Chapter Promotional Flier

    • Consolidated flier of all chapter promotions
    • List of chapter-specific promo codes

    Marketing HDI National

    The local chapters are brand ambassadors for HDI Corporate, and we are grateful for all the hours and hard work you put into building and running a local chapter. We want to make sure you have the tools you need to market your chapter and HDI, so in addition to the content in the resource pack, we will also send you the following:

    • Individual chapter logo: HDI Corporate’s design team will create a logo specific to your chapter. You need to use it on all your marketing materials and your website. Please do not change the design of the logo; we want to maintain consistency between the local chapters and HDI Corporate.
    • Facebook cover image and profile picture: If you choose, HDI Corporate can provide imagery for you to use on your local chapter’s Facebook page. This will give it a clean, professional look that will hopefully entice followers to join your group!
    • Monthly PowerPoint slides: Use these in your meetings to give members the inside scoop on what’s happening at HDI Corporate. This deck also includes a slide that can be used to encourage nonmembers to join HDI.
    • Tablecloth and sign: When you host your meetings, let attendees know that they are in the right place with a professional-looking setup, branded with HDI logos. Use the tablecloth and sign at local events, too!
    • Marketing brochures: We are always happy to put together a box of our latest and greatest marketing materials for you to distribute at your meetings. Marketing materials can be requested online.

    Finally, if you have any ideas, comments, or questions, the HDI marketing team would be happy to hear them.

    Training

    Local chapters have the opportunity to sponsor HDI training and certification courses in their areas. By sponsoring a course, the local chapter earns money for their chapter and increases exposure among nonmembers. HDI will provide a minimum of six months’ advance notice of scheduled training courses. Local chapters may sponsor any HDI course located within their market. If there are no scheduled training courses in the local chapter market, the local chapter can contact their account manager to propose adding a course to the course schedule. HDI will evaluate the proposal and either accept it or make recommendations for changes.

    Events

    Earn complimentary conference registrations for your chapter! It’s the “Buy Five” deal, and here’s how it works: We will give your chapter a specific promo code for attendees to use when they register, and for every five first-time attendees that register for an HDI conference using your code, we will give your chapter a free conference registration voucher that can be used for the current or next year’s conference!

    This promotion excludes speakers, booth personnel, HDI staff or faculty, complimentary registrations, and those that have already 
    qualified for a “Buy 5” deal with their companies. IMPORTANT: In order to qualify, attendees must use your local chapter's promo code
    when registering.

    Content

    HDI regularly produces webinars, research reports, articles, and more to help keep you and your chapter in the loop with what is going on in the industry. Everything is open and available to members, and there are resources that are free to nonmembers as well. Feel free to use these to promote your own membership, and know that it helps HDI Corporate at the same time. For example, when a new resource is published that is members-only, you can talk about it at a meeting to both remind the members in your audience to go and download it, and to show nonmembers what they are missing by not becoming a member of HDI. How does your chapter stay on top of the latest resources to be released? There are a few ways:

    • Each month, HDI sends chapters a PowerPoint slide deck that contains the latest updates from HDI Corporate. There is a “Content to Share” slide that outlines the latest resources that have been published. You should share this with your chapter.
    • Check the HDI website for the latest free content and resources.
    • Do a demo of the online member-only community, HDIConnect! Show the attendees at your meeting the collaboration, connection, and networking that is taking place on the Ask Your Network community. Demo the capabilities of the site. If you would like a demo yourself, please contact the Customer Care Team at 800.248.5667.