Associations striving to deliver value to their clients and members. Framework is working with many of these organizations to:
- Renew governance practices, Board structure, training and development programs;
- Understand how best to provide value to membership through research;
- Identify stakeholder needs and expectations
- Size and define segments
- Measure awareness, satisfaction and loyalty
- Formulate strategy that differentiates the organization;
- Realign services to deliver the strategic direction and value to members.
Framework Partners’ Involvement
CREB
Integrated transformation aligned to member needs.
Over a period of 3 years, CREB ventured into a major transformation to become a more strategically thinking Board of Directors. CREB wanted to think differently. Framework challenged them to think more broadly in a highly competitive, fast moving environment. The breakthrough they achieved stretched the way value is delivered to individual members as well as to the ‘profession’. Foundational to this work was a member segmentation and analysis that led to a program and service overhaul.
Feedback from sector peers across Canada and in the U.S. is earning CREB and Framework recognition and interest in collaborating to replicate this advanced work.
CMA Alberta
Governance review and restructuring to optimize Board performance.
The Canadian Management Association – Alberta, underwent an extensive review to advance its Board governance and renew it’s role leading CMA Alberta in a manner defined by CMA Canada Partnership Agreement and rationale.
This Best Practices audit was designed to elevate Board performance by prioritizing and closing performance gaps. With optimized practices and structures identified, the CMA Alberta Board is now advancing its strategic direction in order to provide valuable service to it’s members.
Ontario Association of Chief’s of Police
Renewed strategy to improve effectiveness and member satisfaction.
In order to renew it’s strategic direction and align with the needs of it’s stakeholders, the OACO sought to build an understanding and consensus of the strategic priorities facing the organization.
Framework carefully selected the member engagement methodology not only to derive solid data, but to create the opportunity for strong alignment within the Board of Directors. Notably, the effort created consensus on the strategic priorities, even though Board members represented jurisdictions of widely varying sizes and perspectives. Because of this, the Board was able to quickly move on an implementation plan.