COMMUNITY ENGAGEMENT Resource Guide

Transcription

1 Community Engagement COMMUNITY ENGAGEMENT 1 November 2016 Prepared by the Framework Sub Team of the Implementation of Community Engagement Committees Work Team Members: Holly Anderson Andrew Bell Sherri Ellis Susan Engel Lori Espino Michele Groden Bonnie Higgins Colleen Kalt Janet Kramer Kristina McGraw Andrea Maloney Kelly Moran Mike Pongon Patty Shepherd-Barnes Lauren Spero Mireya Zapata The information in this guide has been developed to help roll out community engagement work across the country. Please use this information at your discretion as there are a myriad of ways to build community engagement work. This resource guide offers a road map, but you may find that a different approach works in your chapter area. Please contact Lauren Spero (Lauren.Spero@nmss.org), Kristina McGraw (Kristina.McGraw@nmss.org) or Lori Espino (Lori.Espino@nmss.org) with questions or for more information.

2 2 Table of Contents Community Engagement Volunteer Roles... 3 Resources for Community Engagement... 4 Community Engagement Committee Charter... 5 Chair, Community Engagement Committee Position Description... 6 Member, Community Engagement Committee Position Description... 7 Community Engagement Committee: Society Practices... 8 Sample Template Agendas for Community Engagement Committee Meetings... 9 Sample Template Chapter Analysis and Map Community Engagement Committee: A Guide to Get You Started Resources for Community Councils Community Councils: Society Practices Community Councils: A Guide to Identifying the Right Work Accomplishing Community Council Goals: Examples of Strategies and Tactics... 20

3 3 COMMUNITY ENGAGEMENT VOLUNTEER ROLES The National MS Society generates revenue to connect people affected by multiple sclerosis to resources through a strategic focus on engaging leaders. This is achieved through a robust network of leadership volunteers dedicated to cultivating their local community. Chapter & Community Relations Committee Scope of Work: Ensure an aligned National MS Society through effective relationships with Chapter Board Chairs Community Engagement Focus: Lead active adoption and execution of community engagement strategies with each Chapter Board of Trustees Board of Trustees: Scope of Work: Provide leadership to achieve the Society s Strategic Plan. Contribute to Society conversations on strategy, implementation and progress and support decisions made Community Engagement Focus: Engage communities and ensure local presence throughout the chapter territory, raising awareness and leveraging resources to increase revenue Community Engagement Committee: Scope of Work: Ensure effective engagement and cultivation of communities in a territory. Advise staff, and actively participate in community engagement strategy development. If needed, support community identification and development of Community Councils. Community Engagement Focus: Ensure engagement of leadership volunteers in cultivating communities. Evaluate chapter territory and identify target markets for formation of Community Councils. Prospect and identify community leaders for council membership. Community Council: Scope of Work: As community leaders, cultivate support for the MS Society by developing and deepening relationships within the community Community Engagement Focus: Engage Leaders: Identify, engage and deepen relationships with community leaders, donors and participants Revenue Generation: Support and enhance Society fundraising events and initiatives through identification, recruitment and cultivation of corporations, teams, and participants Build Awareness: Increase community awareness of Society services and fundraising event

4 4 Resources for Community Engagement

5 5 COMMITTEE CHARTER Name of Committee: Accountable to: Chaired By: Background: Staffed by: Community Engagement Committee President Trustee This is an advisory committee to the president President or designee Purpose of Committee: To ensure effectiveness of Community Engagement throughout the territory. To advise staff about, and actively participate in, community council location and formation, member orientation and leadership development as relevant for the territory. Responsibilities: Participate in the evaluation of chapter territory in relation to Society s strategic plan and goals; identify target markets and develop plan for community engagement and if relevant, formation of community leadership councils Prospect and Identify community leaders for council membership Conduct orientation, education, training and evaluation of councils Ensure effective council leadership and that each member is involved at his or her highest capacity Facilitate connection and networking opportunities for council chairs. Oversee the rotation and participate, when necessary in the transition of members Ensure adherence to Society policies and that activities support the Society plans Membership: As appointed by the Board Chair in consultation with the President Term Length: Appointment for a one-year term with the option of serving additional terms Time Commitment: A minimum of two in-person meetings annually; conference calls as needed, participation in meetings, events and activities throughout the chapter territory. Resources Available: Society strategic and operational plans, staff expertise and support, market and community analysis and Society materials, tools and resources.

6 6 POSITION DESCRIPTION Name of Position: Accountable to: Chair, Community Engagement Committee President Responsibilities: The Chair provides leadership to the Community Engagement Committee; ensuring each member is engaged and contributing to the committee s goals. The committee participates in the evaluation of the chapter territory in relation to the Society s strategic plan and goals and identifies target markets and develops plans for increased community engagement to maximize our awareness and revenue generating efforts. The Chair provides leadership and guidance to the Community Engagement Committee ( Committee ) by: Working with committees or leadership volunteers in markets to identify activities that will generate revenue, engage leaders, and raise awareness. Supporting the committee in prospecting and identifying community leaders for community development efforts and /or council membership. Ensuring the committee successfully identifies target markets and creates plans for formation of community councils or other volunteer groups with the purpose of community development. Ensuring the committee monitors community councils and helps council members set and achieve measurable outcomes aligned to Society priorities. The Chair serves as an Ambassador for the Society and community engagement work by: Representing the Society among stakeholders and decision makers. Establish and strengthen relationships with volunteers, donors, fundraisers and constituents to best represent the interests of those affected by multiple sclerosis. Providing updates on progress to the board, including ways trustees can increase volunteer leadership through their own networks in addition to their own involvements. Additional responsibilities include: Recruiting and orienting members to the Society s strategic plan, impact reporting, Operating principles and commitment to and culture of community engagement. Overseeing the rotation and transition of committee members. Ensuring adherence to Society policies and plans. In partnership with President or designee, developing effective meeting agendas and presiding at committee meetings, ensuring all members have an opportunity to contribute. Term Length: Appointment for a one year term and may serve up to two consecutive terms. Time Commitment: 2 5 hours per month which includes two in-person meetings annually and committee conference calls as needed as well as participation in appropriate meetings. Additional time may be required for participation in events and activities throughout the chapter territory. Competencies: Strategic Results Focus: The ability to link long-range plans with short-term activities to achieve them. Building Relationships: Demonstrates trust and trustworthiness. Establishes meaningful relationships with a wide variety of people; treats others with respect. Understands why people do what they do and picks up on the sense of people s intentions and needs, what they value, and how to motivate them. Organizational Acumen: Understands the Society's strategies and how the organization is structured to achieve the strategic plan. Managing & Measuring Work: Creates processes, organizes activities and delegates effectively to get measurable outcomes. Identifying and Retaining Talent: Recognizes talent, attracting high performing volunteers Managing Others: Can empower and motivate many kinds of people. Resources Available: Society strategic and operational plans; staff expertise and support from President or their designee; market and community analysis tools; Society materials; fellow Community Engagement Chairs

7 7 POSITION DESCRIPTION Name of Position: Accountable to: Member, Community Engagement Committee Chair, Community Engagement Committee Responsibilities: Community Engagement Committee members participate in the evaluation of the chapter territory in relation to the Society s strategic plan and goals. The committee identifies target markets and develops plans for increased community engagement to maximize our awareness and revenue generating efforts. Specifically, committee members will: Identify target markets and creates plans for formation of community councils or other volunteer groups with the purpose of community development. Prospect and identify community leaders for community development efforts and /or council membership. As applicable, recruit members for Community Councils to build membership and deepen local engagement. Work with leadership volunteers in markets to identify activities that will generate revenue, engage leaders, and raise awareness. Monitor community councils and help council members set and achieve measurable outcomes aligned to Society priorities. Represent the Society among stakeholders and decision makers. Establish and strengthen relationships with volunteers, donors, fundraisers, people affected by MS and other constituents. Stay informed about community engagement progress and best practices across the chapter territory and Society-wide. Term Length: Appointment for a minimum of a one year term; may serve multiple consecutive terms. Time Commitment: 2 5 hours per month which includes two in-person meetings annually and committee conference calls as needed as well as participation in appropriate meetings. Additional time may be required for participation in events and activities throughout the chapter territory. Competencies: Strategic Results Focus: The ability to link long-range plans with short-term activities to achieve them. Building Relationships: Demonstrates trust and trustworthiness. Establishes meaningful relationships with a wide variety of people; treats others with respect. Understands why people do what they do and picks up on the sense of people s intentions and needs, what they value, and how to motivate them. Organizational Acumen: Understands the Society's strategies and how the organization is structured to achieve the strategic plan. Managing & Measuring Work: Creates processes, organizes activities and delegates effectively to get measurable outcomes. Identifying and Retaining Talent: Recognizes talent, attracting high performing volunteers Managing Others: Can empower and motivate many kinds of people. Resources Available: Society strategic and operational plans; staff expertise and support from President or their designee; market and community analysis tools; society materials; fellow Community Engagement Chairs

8 8 COMMUNITY ENGAGEMENT COMMITTEE: SOCIETY PRACTICES Community Engagement Committees are charged with implementing strategies that will fully engage chapter territories, increasing community engagement to maximize our awareness and revenue generating efforts. The composition and metrics for each Community Engagement Committee will be different based on the needs, resources, and unique challenges facing the community. Below are some best practices for Community Engagement Committees to consider in rolling out community engagement work. Please remember that what works in one community may not work in another and that community engagement work is most successful when we are nimble, flexible, and listen openly to local ideas. Where do I begin? Brainstorm and build membership, leveraging Board, Chapter President, and staff connections Strategically offer membership based on skills and competencies, rather than asking for volunteers Identify and define what community means to your chapter a metro area, a state, a city, etc. See document titled Community Engagement Committees: A guide to get you started on page of this guide o Utilize this guide to set strategies and metrics for this work Create specific strategies to accomplish during the first year and commit to them; find a way to prioritize other ideas as they arise Meeting schedules Consider monthly meetings as the work is being built out, then move to quarterly meetings once implementation of community engagement efforts begin Build relationships with and between committee members by hosting in-person meetings when possible, leveraging existing opportunities such as Board meetings or events to take advantage of existing travel Membership 5 10 active, engaged members representing a diverse cross-section of the chapter territory Ideally, the committee will be chaired by a member of the Board; however, this is negotiable as having the right leadership for the community engagement committee is more important than having the group chaired by a Board member Committee members are not required to be on the chapter Board Ensure people joining the committee have an understanding of the organization and how cultivation work can be accomplished through volunteers Remember that individuals can be called on to share their perspective without being a committee member We are all navigating and learning from this new work together; please help us build these best practices by ing Andrea Maloney at Andrea.Maloney@nmss.org as you find strategies for building Community Engagement Committees that work well.

9 9 Sample Template Agenda for Initial Community Engagement Committee Meetings Meeting #1: to be held by end of Q2 of FY17 Key objectives for this meeting are as follows: Phone or GoTo meeting to introduce chair and members Share purpose of community engagement work Review expectations of committee members Provide an overview of all volunteer roles within community engagement Start planning for the in-person retreat Meeting #2: to be held by end of Q2 or Q3 of FY17, depending on Chapter readiness Key objectives for this meeting are as follows: In-person meeting allowing members to roll up their sleeves and get to work Present a thorough chapter assessment, as related to community engagement Engage committee in planning discussion to develop: o Market area(s) for community development work o Specific, measurable outcomes within selected communities that focus on: Revenue generation Raising awareness Volunteer leader engagement o Identification of key strategies and volunteer leaders to engage in achieving objectives outlined Meeting #2 Preparation Guide Recommended planning time is 3-4 weeks out from your CEC in-person retreat. Steps for you to take: Data Analysis o Use template provided on page 13 to input all relevant data points for your market discussion with the CEC o If you need assistance pulling data, contact Michele.Groden@nmss.org Mapping Tool o If you feel it would be helpful to your conversation, provide a chapter map o Information for you to consider plotting on the market map includes: Walk sites, Self Help Groups, Partners in Care, etc. Schedule a meeting with your CEC Chair (minimum of two weeks out from meeting) o Discuss Community Engagement Committee charter and member job description o Review agenda, assign roles during meeting and expected meeting outcomes o Review preliminary data; identify any gaps in information required to make for the most productive meeting

10 10 SAMPLE TEMPLATE AGENDA COMMUNITY ENGAGEMENT COMMITTEE MEETING #1 (LOCATION NAME) (Place name, address or call in number/code) Time: (recommended 90 minutes) Welcome Chair Name Roundtable Introductions CEC Purpose Chair Evaluation of chapter territory to ensure maximum revenue and volunteer engagement potential Strategic planning for community engagement where opportunities exist Identification and cultivation of volunteers involved in this work CEC Committee Overview President Community Engagement Work Structure Meetings when/where/how many Outline of membership o Discuss membership recruitment needs, if necessary Preparation for In-Person Meeting President Comments from members; Q&A What do we need to make our in-person meeting productive? Next Steps Chair Summary of meeting Schedule in-person retreat Review Contact with member recommendations Expected Outcomes/Materials Provided All are welcomed to meeting; members know one another Members understand importance of community engagement and how this work impacts the chapter s success in revenue generation and awareness building Materials Provided CEC Charter Members understand the overall flow of community engagement work, volunteer leadership roles and what s expected of them as members Materials Provided Community Engagement Roles CEC Member Description Members start open dialogue about community engagement in chapter area and play a role in preparing for the retreat Summarize meeting and ensure members understand next steps Time 10 min 15 min 20 min 30 min 15 min

11 11 SAMPLE TEMPLATE AGENDA COMMUNITY ENGAGEMENT COMMITTEE RETREAT (LOCATION NAME) (Place name, address or call in number/code) Time: (recommended minutes) Welcome Chair Roundtable Introductions Ice-breaker, if desired Chapter Assessment President Data Overview Chapter Footprint Current Committees Existing Volunteer Base Strengths Questions for Discussion Chair Where is the fundraising potential? Do we have gaps in outreach? What communities have a strong enough volunteer base to drive efforts? Identification of Communities Discuss target market areas for development Outline current state in each market Prioritize communities for FY17 and FY18 Goal Development Identify key outcomes for each market area Develop measurable objectives Expected Outcomes/Materials Provided All are welcomed to meeting; members get to know one another Members receive all data needed to evaluate and measure market capacity and performance Materials Provided Chapter map with data Supplemental chapter-developed documents Event list (dates, locations) Members engage in dialogue about chapter territory, sharing ideas and developing a thorough understanding of all markets with potential Identify 2-3 market areas for focused community development work during the next two years Materials Needed Whiteboard/flipchart capture all ideas by market area; then, prioritize the FY17 goals Develop revenue, awareness and volunteer engagement goals for prioritized community(ies) Materials Needed Community Engagement Plan Template Time 15 min 20 min 20 min 15 min 20 min

12 12 Strategy Development Create plan outlining steps needed to achieve goals in each market Members start discussions and preliminary plan development for strategies in each market Materials Needed Community Engagement Plan Template 20 min Next Steps Chair Schedule next meeting Identification of volunteers for relationship development (assign to staff or committee) Assign work needed to be done by next meeting 10 min

13 13 CHAPTER MAP WITH DATA A template with chapter-level data is available as you prepare for the first Community Engagement Committee meeting. A sample of the template is below. Consider filling in chapter-specific data for your territory to start a discussion around opportunities to implement community engagement work. Please note the information in your chapter map with data can be adapted to help guide the discussion at the community engagement committee meeting. If you need help evaluating which data points will be most helpful to present to move your committee meeting forward, contact your Community Engagement Committee Work Team partner. Michele Groden at Michele.Groden@nmss.org for more information on the template. GREATER NORTHWEST CHAPTER Gross Income: 2016 Budget: $7,973, Actual: $7,148, Budget: $7,312,225 # of Counties Served: 125 Total Square Miles: 888,350 Services MS Navigator: or MSnorthwest.org I&R Requests: 3,249 # Partners in MS Care: Care Management: 27 clients # registered for Action Alerts: 3,001 Walk MS: 2015 (include supplemental event details) Total: 25 Walks Fundraising: $1.9 million # of Committees: Campaign Income (CI) 2016 Budget: $7,752, Actual: $7,078, Budget: $7,198, Client Census as of 10/1/15: Registered: 15,797 % Region: 16% WA: 10,512 AK: 1,061 MT: 1,742 Northern ID: 2,482 Program Engagement # Self Help Groups: 60 # programs: 39 # Volunteer-led programs: 3 (not included in above #) Attendance: 1,843 Bike MS: 2015 Total: $2.1 million # of Committees: WA: $1.8 million ID: $167,000 MT: $60,000 AK: $106,000 3 Year Avg. CI Growth: Chapter Society % -1% % 0% % -1% Total Chapter Population (2010 Census): 8,310,609 % Region: 12% Volunteer Engagement 2015 total: 1,700 Board: 34 members Community Councils: 4 (Alaska, Montana, Inland, South Sound) #/List Other Committees: (e.g. GRAC, HAC) Other engagement efforts: Optional: add Individual Giving, Leadership Events or other data relevant to discussion

14 14 A GUIDE TO GET YOU STARTED By developing the overall community engagement plan for the whole chapter territory, Community Engagement Committees will develop strategies and tactics to generate revenue, increase community awareness and engage local leaders. These strategies may or may not, include establishing Community Councils. This work supports the Society s Strategic Plan, helps guide local engagement work and allows us to expand our leadership volunteer base to include more people who want to make an impact in this work. This guide will help you through assessing your territory, developing a comprehensive community engagement plan, and launching community councils (if this strategy is in the plan). Pre-Planning: Understanding Available Tools Before you develop the plan, you ll want to understand the territory. The following materials will help you in this work: Maps of your territory chapters will compile data and trends to aid in this analysis o Examples of data include client census, bike and walk statistics, population of key cities o Your President will provide back story behind the data Listing of current committees and their impact Questions to consider o Where is the fundraising potential? o Do we have gaps in outreach? o What community (ies) have enough potential for cultivation to drive a Council? Step 1: Assessing the Chapter What type of leaders need to be identified to drive the work of a Council? What existing volunteers can contribute? Take the information provided and complete a SOAR analysis (strengths, opportunities, aspirations, results). Through the SOAR assessment you will utilize the provided data to define the work you hope to accomplish. During the following planning steps, you will identify the work that relates to community engagement and how it can best be accomplished through volunteers. Congratulations! You have defined the work. Going forward, you will focus on prioritizing strategies that strengthen the Society s efforts. Step 2: Prioritizing Communities You have three overall goals in community engagement. Your plan should include strategies and tactics within each area. o Generating Revenue o Raising Awareness and o Engaging Local Leaders

15 15 Utilize the outcomes of your SOAR analysis to prioritize communities to cultivate through community engagement work. o We suggest selecting a minimum of one community for focus per chapter o The selected community(ies) and the cultivation strategies selected should remain the focus of your work through December This will allow you to analyze results and refine work practices for successful community engagement, preparing us to expand to additional communities in 2019 with the new strategic plan. Within the selected community, write a community engagement plan including identified strategies to support each goal. Develop the strategies that will have the largest impact and identify those you it is feasible to move forward. At this point begin using the community engagement plan worksheet (See page 16.) Step 3: Developing Strategies & Tactics Determine how the prioritized strategies under each goal are best accomplished o Volunteers to be considered as leaders in this work include Board members, event and fundraising committees/leaders, activists, services and other chapter committees, healthcare providers and ambassadors o Identify ways in which each group can play a role in advancing community engagement efforts o Once the role of each group is defined, determine group structure, if applicable, and how communication will best be facilitated to move the work forward Step 4: Council Identification Strategies to support the three goals of community engagement unaddressed by the work of current volunteer groups may warrant the need for a Council List these needs for the community Review the Community Council Charter; does the prescribed work align with your needs? If so, identify the areas which need development and utilize the Community Council Worksheet to engage leaders in defining their work Consider how any existing volunteer groups intersect with the work of the Community Council; make plans to cross-communicate accordingly

16 16 COMMUNITY ENGAGEMENT WORKSHEET FOR COMMUNITY ENGAGEMENT COMMITTEE Goal: Revenue Generation Strategy 1: Desired Outcome (measurable): Board members will: Event and Fundraising Committees will: o If you have committees that are doing this work, this will be a place to acknowledge and include ongoing work as well Services and other chapter committees will: Ambassadors will: o Unaddressed needs: If unaddressed needs exist, consider ways you may address them, especially thinking about readiness to launch a council. Look at leaders in volunteer committees, team captains, etc. and consider ways they might further revenue growth. Strategy 2 o Repeat above Goal: Strengthen Community Awareness Strategy 1: o Desired outcome (measurable): Board members will: Event and fundraising committees will Clubs and Groups Government Relations Advisory Committees and other chapter committees will: Ambassadors will: Unaddressed needs: If unaddressed needs exist, consider ways you may address them, especially thinking about readiness to launch a council. Goal: Engage Local Leaders Strategy 1: o Desired outcome (measurable): Board members will: Event and fundraising committees will Clubs and Groups and other chapter committees will: Ambassadors will: Unaddressed needs: If unaddressed needs exist, consider ways you may address them, especially thinking about readiness to launch a council.

17 17 Resources for Community Councils

18 18 Community Councils: Society Practices Each Community Council works to generate revenue, increase community awareness and engage local leaders. Community Councils will be different based on the needs, resources, and unique challenges facing the community. Below are some best practices to consider in rolling out community engagement work. Please remember that what works in one community may not work in another. Community engagement work is most successful when we are nimble, flexible, and listen openly to local ideas. Where do I begin? Start small and manageable--pick one community where you will start building this work Talk with key volunteers, community leaders, constituents, event participants and others affiliated with the Society in that community to learn more about what is happening in that community and how they want to engage with the Society One size does not fit all; be flexible; what works in one place might not work in another Start by building trust with community leaders through open dialogue and active listening Work of Councils Supporting and enhancing Society initiatives (i.e. Walk MS, Bike MS) Raising awareness of the Society, our mission and our fundraising events Offer clearly defined work that will help members stay focused on raising awareness and generating revenue through established fundraising events or DIY activities Meeting schedules Every other month or quarterly, but up to group members and Chair In person meeting at least once a year are recommended Engage members in goal setting once a year; have goal horizons align with the Strategic Plan. The Councils should set tactics that will ensure they maximize fundraising and engage leaders in our work. Strategically set and plan meetings to drive results, ensuring Councils are fully engaged and aware of Society resources and educational opportunities. Ideal number of members active, engaged members for a larger territory and 8 10 for a smaller community Representation from a cross-section of our work (walk, bike, Ambassadors) Ideal competencies (well connected, contributing to org) Geographic selection This is a strategic decision for the Community Engagement Committee and Chapter President. However, some things to consider: o Population and client census o Market potential for fundraising o Current Society events o Community composition o Community make up and how people are connected in that area; number of council member prospects o Culture of territory

19 19 COMMUNITY COUNCILS: A GUIDE TO IDENTIFYING THE RIGHT WORK Community Councils contribute to achieving Society goals through focus on engaging community leaders, accessing resources, generating revenue and increasing awareness. This work expands visibility of the National MS Society in the community, inviting others to join the MS movement and ensuring trust and confidence in the National MS Society. Follow the four steps below to help the Community Council establish one to three strategies that will focus efforts in the next year. Step 1: Community assessment Identify strengths and gaps for the community in revenue generation, engaging leaders and building community awareness o Resource: SOAR (Strengths, Opportunities, Aspirations, Results) analysis and identified strategies from Community Engagement Committee Identify opportunities to cultivate local community resources Step 2: Identify potential strategies to achieve Council goals List strategies the Community Council could execute to achieve the three goals of generating revenue, engaging leaders and building community awareness. o Utilize the identified strengths and gaps to develop tactics o Reference the Accomplishing Community Council Goals document for suggestions of strategies that support each goal o Have discussion to identify additional opportunities based on your community knowledge Step 3: Select priority strategies Three strategies per year are recommended At least one strategy should focus on revenue generation Step 4: Build tactics and measurable outcomes to support strategies for selected priorities. Use the format that follows the example the below. Example: Goal: Revenue Generation Strategy: Increase Bike MS revenue through cultivation of top 25 fundraisers per ride by connecting each fundraiser with a Council member. Consistent interactions will increase retention, individual fundraising and involvement with the Society. o Measurable Outcome: Retention rate of current top fundraisers increases from 75% to 90% Cumulative group fundraising grows by $20,000 annually At least 5 top fundraisers become additionally engaged in new work Project Leader: Sally Sunshine

20 20 ACCOMPLISHING COMMUNITY COUNCIL GOALS: EXAMPLES OF STRATEGIES AND TACTICS Each Community Council works to generate revenue, increase community awareness and engage local leaders. Within this work the Society has identified key needs that the Community Council is equipped to meet by their local presence and community knowledge. These are suggestions, highlighting tactics that illustrate how Community Councils can accomplish the goals. This works supports the Society s Strategic Plan, partners with staff and volunteer teams and moves us closer to a world free of MS. As your Community Engagement Committee considers the formation of a Council, these example strategies illustrate work that could be accomplished. On average, a Council can achieve three strategies per year. Goal: Generate Revenue Support acquisition, retention, and/or cultivation of top fundraisers and team captains in Bike MS, Walk MS, Muck Fest and/or Challenge Walk. o Focus on behaviors of participants identified as revenue drivers to increase fundraising by increasing: Activation Rates: number of participants fundraising Retention Rates: number of participants returning from the previous year Self-donor Rates: number of participants making a donation to their personal fundraising Participant Center Usage: customizing the online fundraising tools (personal webpage) Number of Corporate Teams: corporate teams raising twice as much as others Top Fundraiser Percentage: increasing the number of people raising $1,000+ o Participate in Impact Week by connecting with fundraisers and team captains via phone to encourage registration o Attend cultivation events for top fundraisers and team captains to connect with participants o Register to participate, acting as an ambassador during your involvement Identify corporations with high potential in the community, then develop a cultivation plan that includes all known current Society connections Understand the Society s fundraising campaign and be prepared to talk to others about it Cultivate connections with local foundations, providing warm introductions to staff Attend local leadership events to support fundraising and cultivate community leaders Attend local Golden Circle events to aid in donor cultivation and cultivate potential hosts Goal: Increase Community Awareness Connect individuals affected by MS to a MS Navigator to access the resources of the organization. Educate other leaders to do this. Attend in-person service opportunities to meet individuals affected by MS, and further connect attendees to the organization

21 21 Represent the National MS Society through active participation in community groups, i.e. Chamber of Commerce meetings Identify local stories that support legislative priorities or campaigns of the organization Be knowledgeable of the Society s legislative priorities and attend State Action Day Participate in Society social media campaigns Goal: Engaging Local Leaders Identify and recruit new individuals to join the Community Council Share Grass top relationship connections with Society staff and create connections to local leaders Host legislators at Society events Connect identified healthcare providers serving people living with MS to the Society through the Community Health Relations Program Visit Self Help Groups to share information about the Society, including Walk MS Connect individuals interested in increased involvement to the organization o Examples: volunteering, starting a team, becoming a corporate partner, hosting a Golden Circle, etc. As an ambassador, commit to continuous learning about the organization through participation in Council meetings, orientations, and other educational opportunities Be knowledgeable of key volunteer positions, connecting community members to them Serve as a pipeline to the Board of Trustees