Introduction

Evolutionary associations examine current practices, addressing the incongruence between what needs to happen and what is currently in place. Over the last five years, the Association of Fraternity Advisors (AFA) has spent considerable time evaluating its purpose and how practices assist or hinder its inevitable evolution. The Strategic Plan is evidence of this commitment to developing what the Association is and to whom it matters. However, putting a strategic plan together is not enough. AFA must be committed to powerful change. It must evaluate what makes it unique and sustainable in the world of higher education and the fraternal movement. Exploring how AFA is governed will assist leaders in maintaining relevancy to current and potential members.

Upon review of the Executive Summary of The Will to Govern Well (ASAE, 2002), (WTGW), the Executive Board has been able to evaluate not only how willing it is to explore doing things differently but also knowing what needs to be done. As stated in past The AFA Volunteer (AFA, 2004 March) and Presidential Report (AFA, April 2004) offerings, AFA is in the midst of evaluating progress on its existing Strategic Plan and preparing for our next effort.

In WTGW (ASAE, 2002), authors Tecker, Frankel, and Meyer write, “[g]overnance cannot be reinvented - it must evolve. What truly needs to change about association governance is not its functions and roles but the processes for getting work accomplished and the underlying culture necessary to support effective mechanisms” (p. 2) This means that, for example, the Executive Board cannot rely on parliamentary procedure to ensure the high quality of board meetings or depend on the volunteer structure to guarantee that individuals have a meaningful experience serving AFA. It must be aware of how things are done and what things are in place to support its actions as leaders within the Association.

Upon review of the Membership Satisfaction Survey last summer, AFA came to the conclusion that its average member is not informed enough about what the Association does (Carver, 2003). The Executive Board determined that knowledge dissemination would be a foremost priority in 2004. For the context of this article, knowledge can be defined as the understanding of association principles and concepts with familiarity gained through experience and an immersion into the association’s culture. In WTGW (ASAE, 2002), three observations identified can be applied to an AFA member’s knowledge of the Association: clear and concise communication between the governing body and members; the need to establish and maintain effective methods of association environmental scanning; and governance that cultivates strategic thinking across volunteer levels.

Communication

Communication between the AFA Executive Board and the membership is very important. Since San Antonio, it has been a priority for the Executive Board. Progress reports have been provided through articles in The AFA Volunteer, the Association Update, Perspectives, and through the AFA listserv. It has been the hope of the board that the dissemination of knowledge to members creates opportunities for all to feel engaged and invested. An electronic bulletin board has been established to allow for specific topic discussions compiled in one convenient area. This fall, AFA members will receive the Association’s first annual report in several years. It will also include an overview of the Association budget which will reflect efforts to exercise fiduciary responsibility. AFA has practiced transparency with its membership – offering honest updates that create knowledge and allow for people to possess accurate information.

AFA can improve as well. In the upcoming months, it can better use the electronic bulletin board to create knowledge. It must also help members understand the purpose of AFA, as well as what its purpose is not. People join AFA with varying levels of commitment and understanding about their role in the student affairs profession and within the fraternal movement. Increased knowledge of AFA purpose and goals will permit for the expectations of members and the mission of AFA to be congruent.

With these expectations in mind, opportunities lay ahead for all volunteers. A volunteer’s role in assisting the Executive Board with information dissemination is vital. Learning more about AFA through volunteering and the willingness to convey this purpose to the members volunteers interact with can help create a greater understanding and investment by the collective membership.

Environment

AFA must ask key questions to know the environment it influences and it is influenced by: who is AFA’s audience? What needs do they have? What programs and services offered by AFA position the Association to remain relevant to that audience (ASAE, 2002)? AFA’s willingness to conduct an assessment of its environment and ability to take action has helped guide the year. The Membership Satisfaction Survey (Carver, 2003) pointed to some areas where improvement was needed. AFA has addressed those areas with resolve this year. The Executive Board members are surveying a random sampling of volunteers to assist with learning more as we prepare for the next strategic plan. In addition, the dissemination of a survey to all volunteers to assess the volunteer experience was sent in early July. Results will be compiled and shared in a future edition of The AFA Volunteer. Outside of its volunteer base, the Executive Board members are trying to grasp the needs of association members and their varying levels of experience. Members will witness some of the outcomes of this at the AFA Annual Meeting in Hollywood. In addition, an evaluation of association resources is being conducted to ensure their viability for all members.

AFA has had success this year with environmental scanning which led the Executive Board to propose a by-law amendment to permit Affiliate Members to vote and hold appointed offices and positions on the Nominating Committee. It was determined that the experiences of association members have also evolved, particularly Affiliate Members (those not serving on a campus). About 20 percent of AFA members are Affiliates and, in the current environment of the fraternal movement within higher education, they continue to become more and more vital to the success of campus based professionals. The membership voting to pass this change reflects an increased awareness that roles are changing and privileges must be adapted.

The final observation around knowledge-based governing models and their application to AFA involves creating a culture where strategic thinking is understood and appreciated. With the new goals submission format this year, AFA provided an opportunity for volunteers to put into writing the influence that each and every proposed goal would have on the facilitation of the Strategic Plan. Placing these goals on the AFA website also made the entire membership aware of what the volunteer leadership planned to work toward. The Executive Board conducted a successful March board meeting with a session on strategic planning facilitated by Jeffrey Cufaude. Information on this session and outcomes was included in an Association Update. In addition, a piece was authored for The AFA Volunteer on strategic planning (AFA, 2004 March). All strategic planning was facilitated with a timeless but evolving association mission in mind.

AFA can be even better at promoting the strategic plan and its successes to members. The Executive Board and volunteer leadership must also engage more members in the process in 2005 to conduct the next strategic planning effort. Informing the leadership about what they are doing well and what things they need to take into consideration to think strategically should be a priority for all members. The ability of volunteers and all members to articulate perceived priorities can be helpful in AFA’s planning for the future

Conclusion

American Society of Association Executives (ASAE) (2002). Executive summary: The will to govern well. Foundation of the American Society of Association Executives. Washington, D.C.

Association of Fraternity Advisors (AFA) (2004, April 7). Presidential report: Transparency. Association Update.