Wondering

Do the readers of this blog feel better informed than they might otherwise be? Is this useful?

Thinking about InterLoc

One of my goals for ComComm for the past few years has been to review and discuss the direction and purpose of InterLoc in an age of elists and forums. Additionally, we're coming up on two years of publishing it as part of the Bulletin, so it's time to reassess that decision. 

We've been doing that this month, and expect to have further discussion at our face-to-face meeting in San Diego next Friday. I prepared a lengthy background paper on the topic, and put it on my public files section of my Web site * for anyone to look at.


Do I get props for "openness and transparency?"

*Nothing of interest on the site-- it's just a place for me to store some files. This is not the year I learn HTML.

Financial Impact of Non-Renewing Members

My last post generated quite a bit of discussion about the financial impact non-renewing members have on Local Groups, so I'm answering as a full-blown post.

Hard facts:

Current membership as of this morning is 56,452. Of those, 9,907 have email on file, and said “yes” to taking e-pubs.  So, only 17.5% of the membership saves their Local Group the cost of a newsletter.

In 2006, the average cost of newsletters (printing and postage) was $.74 per member per month. Since then, postal rates have jumped at least twice and paper costs have gone up significantly, also. My guess is that an average newsletter now costs around 80-90 cents per copy. I will certainly be finding data on this as part of the LGS&F project.

Yes, electronic subscribers save their groups money— but when you consider how few of those types of members there really are, the financial impact on a Local Group of a that sort of member who does not renew is practically non-existent. Additionally, I suspect the silent, do-nothing members Groups are counting on to increase the coffers are not the ones who ever bothered to get off their butts and check the e-pubs option in the first place.

In short, I assert that members who do not renew have no detrimental financial impact on their Local Group.

There is, however an impact to all of us when someone leaves the organization-- that is one less interesting person to meet, one less potential volunteer. So please don't think I'm blasé about members quitting because they don't like the Bulletin. We do periodic surveys of readers to make sure we're creating a publication that meets all absolute needs and most wants, and we will continue to gather and react to members' feedback.

Rolling my eyes

So it seems that according to an expert editor, the Bulletin redesign is terrible and this is what is causing members to not renew their membership, which in turn means fewer members and less dues money for Local Groups, which means poorer service to their members who do stay.  And it's all my fault!

Geesh... does anyone not notice the personal vendetta in that woman's posts?

Beating a Dead Horse

I'm cleaning out my email inbox and  found this gem sent to me by Leigh Wintz (the consultant the AMC hired two years ago). I laughed again, so decided to post it here, too. Enjoy!

Dakota tribal wisdom says that when you discover you are riding a dead horse, the best strategy is to dismount. However, in business we often try other strategies with dead horses, including the following:

1. Buying a stronger whip.
2. Changing riders.
3. Say things like, "This is the way we have always ridden this horse."
4. Appointing a committee to study the horse.
5. Arranging to visit other sites to see how they ride dead horses.
6. Increasing the standards to ride dead horses.
7. Appointing a tiger team to revive the dead horse.
8. Creating a training session to increase our riding ability.
9. Comparing the state of dead horses in todays environment.
10. Change the requirements declaring that "This horse is not dead."
11. Hire contractors to ride the dead horse.
12. Harnessing several dead horses together for increased speed.
13. Declaring that "No horse is too dead to beat."
14. Providing additional funding to increase the horse's performance.
15. Do a Cost Analysis study to see if contractors can ride it cheaper.
16. Purchase a product to make dead horses run faster.
17. Declare the horse is "better, faster and cheaper" dead.
18. Form a quality circle to find uses for dead horses.
19. Revisit the performance requirements for horses.
20. Say this horse was procured with cost as an independent variable.
21. Promote the dead horse to a supervisory position.

Disagreement Hierarchy

I'm digging through my email backlog, and found this great image Carol Philo sent to me months ago. I have no idea where she got it, but it has made me smile at least twice, so I figured I'd share it here.

TPTB

The Powers That Be...

or

The People To Blame ?

Thanks to Howard Rothstein
(as in the "Rothstein effect")
for making me laugh!




And yes, this mug and other versions are available at my CafePress store. 

What I've done For Mensa Since September

The current AMC reporting format reflects significant projects and accomplishments that fit in the boxes of the Almighty Strategic Plan. I do a lot of other things, too, and I like to keep track. Yes, this is an ego-boosting post. My blog, my ego. *shrug*

Here’s what I have done since late September, 2009….

As Communications Officer:

• Developed a survey of Bulletin readers and contributors in preparation for the great redesign and to gather some input about InterLoc.

• Worked with Bulletin editor and designer to create a new and improved Bulletin. (Lots of great reactions from members).

• Continued to lead and mediate heated, emotional discussions about InterLoc content.

• Solicited data regarding LG membership directories in newsletters in preparation for an AMC discussion about it.

• Fielded complaints from members about cover artwork on a LG newsletter.

• Wrote and polished policy and introduction to the new Mensa on the Web service.

• Reviewed and gave detailed feedback on  the Nov/Dec, Jan, Feb, and March Bulletins.

• Presented a workshop at HalloweeM about  how to get and keep volunteers.

• Suggested article topics to InterLoc editor.

• Participated in the October Finance Committee teleconference.

• Found someone wonderful (Lisa Webster) for the position of National Events Youth Program Coordinator.

• Provided RVC3 with information for responding to questions about the LG Charter.

• Dealt with the usual types of Forum issues and supported the hardworking moderators.

• Helped review and prepare notes for finance presentation at Oct AMC meeting.

• Corresponded with advice and support to TJ Mensa editor.

• Nudged the Gifted Youth Committee to set goals and to tackle practical matters concerning FRED.

• Discussed with the LocSecs elist about difficult board members and editorial autonomy.

• Okayed the decision to truncate the directory information in the Bulletin.

• Monitored and stepped in a bit to handle some conflicts that spun out of control in chat rooms.

• Forwarded a few address changes from members.

• Discussed with Bulletin editor about publishing comments from the Forums without first getting permission from the posters. (I recommended against it)

• Reviewed and gave input on the Marketing & Communications Dept. plan.

• Reviewed and gave input on the Web Services Dept. plan.

• Responded in support of the DVM editor faced with a member angry at not having his birthday included in the newsletter and unwilling to check his own release of information boxes.

• Spent much time and  frustrating energy dealing with the  Eric P. versus InterLoc conflict.

• Wrote the introductory letter that was sent with the LG Charters.

• Mediated between InterLoc editor and Bulletin designer regarding process for publishing InterLoc.

• Discussed with Dir. of Op interpretations and ramifications of policies regarding public access to lists of Mensans' names (a complaint about the Chicago Area Mensa Web site by one of it's former officers).

• Discussed budget needs with GYComm and urged them to state their goals clearly to make the budgeting process easier.

• Jumped up and down with excitement about the new Bulletin Update push email that goes out each month.

• Nudged Thomas Thomas about PRP a few times.

• Reviewed PRP guidelines and forms.

• Prepared a detailed background paper in preparation for a discussion about the future of InterLoc.

• Spend a long phone call with Dir of Op regarding major hassle changes from the USPS for newsletter mailing.

• Explained to InterLoc editor that, like in October, there was still no budget for him to tap into for travel to the March AMC meeting.

• Reviewed draft budget, asked pages of questions, and attended, on my own dime, the Finance Committee meeting in January.

• Prepared and blogged summaries of the Finance Committee meeting.

• Responded to a member wanting to know about communication vehicles for soliciting donations for her child's educational opportunity.

• Discussed GY funding philosophies with a Foundation trustee.

• Met with Marketing & Communication Dir to develop a plan for picking up communication slack in the GYComm projects.

• Came up with April Fools fodder for Charlotte's editor.

• Participated in drafting a background paper regarding newsletter mailing issues.

• Completed annual assessment of ED.

• Tried to slow down the AMC in their eagerness to discuss InterLoc's future, to no avail.

• Made some difficult and unpleasant decisions regarding pulling a letter from the March InterLoc in order to accommodate a legal necessity.

• Discussed strategy for shifting Handbooks from Leadership Development to Communications.

As Chair of the Communications Committee

• Discussed with moderators and others about applying Forum Firehouse rules to the Firehouse chat area, as well.

• Formed a subcommittee of ComComm to focus on newsletter mailing issues.

• Discussed pros, cons, implications, and logistics of many options for InterLoc.

  

As Chair of Name & Logo Committee:

• Reviewed an RG design using the logo on Cafepress.

• Advised LocSec of Coastal Carolina to pay attention to N&L rules when judging their group's logo design contest.

• Consulted  with Chair, Ed, and  Dev Officer regarding Prince Mensah and his Web site.

• Consulted about name violations on Zazzle.com (“Why yes, I do qualify for Mensa”).

• Advised Central Florida LocSec regarding a member's unauthorized use of the Mensa name on a Yahoo group and drafted a cease and desist letter.

• Consulted with Marketing Dir regarding MenSa BooKMarks blog on Wordpress.

• Worked with ED, Marketing Dir, Membership Dir, Mem Officer, and Dev Officer and to address and draft responses and ASIE amendments regarding SIGs' use of the Mensa name, specifically Amazon and Facebook marketing being done by "the Consortium of A&E Special Interest Groups of Mensa."

• Approved the logo use for Eastern Oklahoma Mensa.

• Notified Tidewater Mensa of logo misuse on newsletter masthead and Web site.

• Reviewed San Diego's RG award design which originally misused the logo.

• Wrote article about N&L rules and use for InterLoc.

• Discussed name infringement and action options regarding a conference called "Womensa."

• Investigated and sent a "no, you may not" letter to  Jason J. regarding his variant of the Mensa logo on Cafepress.

• Reviewed and said "no" to a member's use of "Mens Sana" on a Web site and publication business.

As Chair of Local Group Service & Funding Committee:

• Drafted, edited, and finalized a survey.

• Worked with Dir of Op. to determine the demographics of the ten thousand survey takers.

• Responded to several dozen direct replies from members regarding the survey.

For Chicago Area Mensa:

• Proctored a test for Mensa Testing Day.

• Co-Chaired HalloweeM.

• Chaired the Nominating Committee.

• Edited two months of newsletters.

Crawling out of the Hole

For those who say we’re going in the wrong direction:

(from the Statement of Financial Positions sent to the AMC each month)

November 30, 2009
    Assets: $3,333,006.05
    Liabilities: $4,946,217.98
    Net Assets: ($1,613,211.93)

December 31, 2009:
    Assets: $3,164,290.84
    Liabilities: $4,755,266.57
    Net Assets: ($1,590,975.73)

Remember that the liabilities comprise mostly long term liabilities—money received but earmarked for future service to multi year and life members. It is not actually money we “owe” to any creditors.

Notice that in a month, we have made progress out of the hole by $22K. We have a ways to go, but you cannot say that we are heading in the wrong direction. At this rate, in a year we'd get out to the tune of ~$264K a year. Add in the $150K budgeted for restoration of reserves, and  we can be back in the black in less than 5 years.

The Survey is out! The Survey is out!

I'm so excited! The giant Local Group Service & Funding survey went out today to... get this... TEN THOUSAND members!

We expect to get data about what members expected and need and want from their Local Groups. We also intend to gather information about what members want from local newsletters, what prevents them from participating more actively, how children and economic status impact their participation and requirements, and probably lots of other interesting things we will be able to correlate.

No more of these nebulous "ten percent of members are active" assumptions. If we want to improve Mensa, we need to have facts, not anecdotes and conjectures and opinions from only active leaders. And from there, we can revise what is asked of Local Groups and how AML supports those efforts.

No more working backwards by asking what LGs do and how much money does it cost. Instead, we're asking members what they want from LGs and then we'll figure out how to make that possible.

So, my question for my readers is this: what surprises do you think the results will reveal about members and what they want from Local Groups?

Novel Approach to Recruitment

I read this in another blog (Acronym Jan 29, 2010) today (catching up a bit). And it struck me as a worthy exercise at both the national and local levels when we strive to recruit and retain members.

Assume that your prospects are content, lazy slouches with no ambition, little desire to expand their horizons, and zero familiarity with membership organizations. Then figure out how to make membership in your association relevant to those people.

I don't have any ideas.. it just made me go "hmmmm....."



In another post (Jan 25), he wrote

...a passion for governance eludes me. I understand all the blah blah about how important it is to the association etc., but I am asking all of you governance gurus out there: What is the source of your personal passion related to board governance? What motivates you and what rewards do you get out of it that make you feel all warm and fuzzy?

Good question. I'm putting it here to remind me to mull it over and post my answer when I get it jelled in my mind.

It’s NOT about the Children, Dammit!

I get so tired of members ranting about the auto filters used in the AML forums.

They claim that the filters are in place because we stick-in-the-mud, risk-adverse, control-freaks want to protect the underage members from seeing certain naughty words… who are we to dictate what words kids can see… kids these days already know and use those words anyway… it’s the parents’ responsibilities, not Mensa’s… Robin is foisting her personal conservative sensibilities on members and treating adults like children and wah wah wah…..

Sigh.

It’s not about protecting children or old ladies with smelling salts. I am a parent of kids who do read the forums, and I very strongly believe that it is up to me, not Mensa, to judge what they should read and not read.

It’s about creating a community from which new members will not recoil in surprise when they discover that the intellectual society they joined is no different than a junior high school bus. The words in the auto-filter were chosen because they are words or phrases that shut down discourse, stifle safe expression of opposing views, and generally turn any conversation to a broiling emotional mudpit.

The list comprises: assfucker, asshole, cunt,  fucker, and twat.

There are a few other terms and phrases that have been used in demeaning and offensive ways, and we decided that such insults are not conducive to improving the Mensa experience for anyone. These are:

“Howard” (with quotes-- as if he is not a real person)

hired help 

Mensa Masters

That’s it. Note that the list doesn’t include fuck. Or shit. Or even motherfucker. Dick, pussy, bitch, and poopyhead are all unfiltered.

We do ask that posts outside of Firehouse be kept moderately PG in language choices, but I’ve also instructed the moderators not to get their panties in a bunch if someone slips an “I had a shitty day” into a paragraph. 

As for my kids, our policy is that when they encounter a word they don’t know, I will explain it to them. “Jizz” was an interesting topic of conversation I had with my daughter not too long ago.

Now you know. And if you cannot manage to express your thoughts and views to other Mensans without those eight terms, well…

Hey Marc!

Jared and I are having a little discussion via comments about testing... might be useful thinking fodder for your task force.

(and yes, I know this is a totally wimpy excuse for a blog post, but....)