Association for Applied Sport Psychology (AASP)

A 3,000 member international organization elevating sport and human performance through the advancement and application of excellence in mental performance and mental health.

Challenges Faced

In 2012, AASP hired HollandParlette as its management partner to help address several key issues the association faced after 25 years in existence:

• Growth of the association – both in overall numbers but in retention of early career and professional members

• Communications vehicles – outdated and not engaging to members or consumers of sport and performance psychology services

• Educational/professional development opportunities – not much offered outside the Annual Conference

• Professional certification – how to develop a valuable, nationally-accredited credential

• Member benefits – besides a conference and two journals, what was AASP offering of value to the regular member?

Solutions

AASP's 2019-2020 Executive Board

With those issues in mind, HollandParlette has worked both strategically and tactically with leadership to develop new programs, initiatives and structure aimed at improving AASP’s viability and function as an organization. The results shared below – including significant increases in membership, conference attendance and program revenue – demonstrate that AASP has made considerable strides with HollandParlette’s guidance.

AASP has been able to benefit from the wealth of professional expertise and association experience that HollandParlette brings to the partnership. HollandParlette has been able to regularly cite examples of “best association practices” as well as ideas for programs, services, structure and strategy as a direct result of knowing what has worked (and what has not) for other groups we have managed. AASP also benefits from the ability to tap into an expansive network of resources built over HollandParlette’s 30 years in business to comfortably flex and expand to meet the ever-changing needs of the organization.

AASP enjoys the advantages of having HollandParlette continually upgrade our infrastructure at no additional cost to the association. This includes using the latest computer equipment and applications aimed at maximizing productivity, a multi-tiered backup system for all electronic files and important databases being housed in the “cloud” and accessible to staff and for real-time web use 24/7.

The best measure of our success in executing the contract, however, are the statistical increases in major program areas, such as membership, annual conference and a significant growth in AASP’s overall operating revenue.

Recent Accomplishments: AASP Strategic Plan

Professional Standards & Certification

• CMPC® program accredited by the National Commission of Certifying Agencies (NCCA)

• Exploring partnership with the Canadian Sport Psychology Association (CSPA) that would expand CMPC® to a North American credential

• Diversity and Ethics Distance Courses (certification prerequisites) completely filled
  

Education & Professional Development

• Doubled the amount of webinars held to provide education and resources virtually

• In response to the pandemic, Virtual Coffee Breaks were organized for members to connect, share ideas about working from home, biggest issues/challenges, self-care and what learn what AASP could do to help
  

Diversity & Inclusion

• The Advocacy & Diversity Committees spearheaded the crafting of AASP’s Statement on Recent Racialized Events and compiling a Racial Justice Resource List posted online

• Town Halls were organized to allow members to discuss important racial justice issues in smaller groups

• Inaugural Midcareer Institute for Women in Sport was held
  

Branding

• Working with professional branding company to define a unifying brand and core identity that states who AASP is and what we do

• Clearly position AASP as the premier organization elevating sport through the advancement and application of excellence in mental performance and mental health

• Intentionally define and cultivate the role and benefits of AASP professionals across the spectrum of sport to grow the field and protect our distinction

• Resolve internal tensions by giving our professional domains distinct lanes of excellence and contribution that reinforce AASP’s position and are a sum greater than their individual parts
  

Research & Practice

• Study of the expansion of sport psychology employment opportunities in North America complete – results presented at AASP 2020 Conference

• Launched first in a series of “Science to Practice” podcasts

• Completed guidelines for Graduate Program recognition

Publications

• Launched Journal for Advancing Sport Psychology in Research (student focused) journal funded by the AASP Foundation

• Publishing “Essential Guide for Mental Performance Consultants” - interactive web text, complete with content, video, check-in exercises, quizzes and a CMPC practice exam

CoreNet - Northern California Chapter

Realizing Opportunities

In 2008, the leadership of the CoreNet Global Northern California Chapter recognized that they had opportunities for significant growth – but lacked the professional infrastructure to implement many of the ideas and initiatives that had been proposed.  CoreNet’s volunteers – who had full time jobs in the industry – only had the bandwidth to do so much for the chapter.

HollandParlette was hired to provide the association’s first full service management support, which allowed the association’s leadership to focus on strategic initiatives instead of administrative details. The partnership resulted in immediate success that has been sustained overtime in areas such as:

• Membership – From 2008 to 2020, the Chapter doubled the number of members.

• Education and social networking opportunities – more than tripled the amount of events held annually while also seeing considerable growth in attendance

• Annual sponsors – More than doubled the number of annual sponsors accounting for almost 50% of the CoreNet’s annual income.

• Building the associations assets – Since 2008, CoreNet’s total assets have grown by over 300% even as annual expenses have grown considerably due to more activity.

• High profile events that draw the top leaders in the field – The bar has been raised each year with regard to meeting venues and overall quality including the association’s signature Awards Dinner that has grown steadily from 300 in 2008 to over 700 in 2016.

Throughout this significant growth, HollandParlette has been able to scale our services by adding additional staff, services and expertise to keep momentum without missing a beat.

An exciting 13-year partnership that has seen remarkable growth on almost every level.

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NAIOP San Francisco Bay Area Chapter, Commercial Real Estate Development Association

Transformation

HollandParlette was hired by the NAIOP San Francisco Chapter in December 2013. At that time the organization was struggling to keep on track and was operating (since June 2013) with an Interim Executive Director and no support staff. Membership hovered at around 350. Only two short years later, NAIOP San Francisco was the recipient of the coveted Outstanding Chapter Executive of the Year Award. At the presentation of the award the following achievements were noted to have transformed the chapter in a short period of time:

• 28% membership growth due to improved outreach and communications

• 39% growth in sponsorship revenue through targeted campaign

• Record net income due to goal-setting and increased accountability, benchmarks

• Redesigned and launched a new website

• Established financial audit committee for improved oversight and strategic direction

• Revised bylaws to bring them in line with current operations

• Developed 3-year vision and strategic plan

• Formed Marketing and Communications Committee to improve internal and external messaging

• Oversaw creation of a promotional video for chapter’s newly launched “Young Professionals Group” initiative which then became successful and profitable in its third year of operations

• Distributed content through media channels to raise awareness

• Developed a social media presence to improve chapter visibility and a connected membership
  

The following year, NAIOP nationally recognized San Francisco Bay Area as 2018 Chapter of the Year. Membership had almost doubled in size, surpassing the 650 member mark. Improved collaboration amongst committees resulted in an all-hands-on-deck approach to membership recruitment and retention, and a growth in new volunteer participation by over 40 individuals in one year. Prudent financial oversight, record-breaking event registrations at all marquee events, as well as annual sponsorship from an all-time high of 54 firms, helped to solidify financial stability for the organization, meeting the strategic goal for reserves one year earlier than projected. The Finance Committee, with support from HollandParlette, was therefore able to make some conservative yet productive investments on the Chapter’s behalf to help continue this growth trend.

Since this time, the Chapter has continued to grow and expand its offerings, as highlighted by the current strategic goals achieved below.

Highest Membership Growth Nationally

In 2017, NAIOP San Francisco Chapter was recognized for having achieved the “Highest Membership Growth” out of 51 chapters. Membership had grown to an impressive 600 members – an increase of 250 members since HollandParlette was hired. Additionally, the Chapter attracted many more young professionals into the fold. Since then, the growth has only continued, hitting the 750 member mark in early 2019.

In terms of member recruitment, HollandParlette’s team worked closely with the Membership Committee to develop and execute a focused strategy for better targeting of prospective members. They invested time refining and refreshing the prospect list and set the simple, actionable goal of hosting one quality member-recruiting event during the year. They exceeded their goals and actually produced two events. First, they organized an outstanding Membership Mixer at an exclusive private club in San Francisco. The elegant affair attracted a large crowd of prominent members and prospects and resulted in new members paying their dues on the spot and many signing pledge forms and joining shortly after the event. The Membership Mixer was so successful that it energized the committee and inspired them to host a second event, which consisted of a small dinner for specifically targeted prospective members with the Board. The intimate gathering provided an exceptional networking opportunity for the prospects and produced new members.

To achieve their goal of recruiting young people, they collaborated with the Developing Leader group and the Programs Committee. Three Developing Leader events and five Behind the Scenes programs were held with the intention of capturing young prospective members. Additionally, they worked with the Young Professionals Group (YPG) to promote membership among the new class. The success of the two YPG program information sessions resulted in new members.

Relative to retention, they created an extremely effective New Member Welcome Communique. It provided new members a comprehensive overview of Chapter benefits, an invitation to join a committee, and a website log-in. The initiative resulted in increased social media activity including an uptick in Facebook likes and new LinkedIn connections.

They also began two powerful retention strategies near the end of the year. First, they planned and launched a membership survey. The findings were reported during the Strategic Planning Session and used to inform strategies for the next several years. Second, they planned a New Member Welcome Breakfast, which was such a success that they have continued to be hosted on a quarterly basis ever since. At these breakfasts, Chapter leaders engage with new members to let them know what’s coming up on the calendar and introduce them to the various ways that they can get involved.

Goals achieved in Chapter’s 2019-2021 Strategic Plan:

• 750+ members

• Held 50+ high quality events of varying sizes throughout each year

• Engaged a local legislative advocate for the Chapter and begin building a voice in city governmental affairs

• Secured 56 annual sponsors

• Made a $100,000+ contribution to the Chapter’s reserve fund

• Designed and launched a new annual educational program for mid-career professionals -- the NAIOP Executive Development program -- to build on the success of the ongoing Young Professionals Group (now in it’s 8th year)

• Established and maintained an active Diversity Committee and ensure that diversity & inclusion are considered across organization activities, actions, and decisions

• Convened the Audit/Finance Committee to review financial operations and make recommendations for ongoing improvement and growth

NAIOP Strategic Vision Plan created by the HollandParlette team
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NAIOP By The Numbers - 2020
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Society for Pediatric Dermatology (SPD)

A 1,400 member national association devoted to advancing the education and treatment of pediatric patients with skin, hair and nail disorders.

How it happened

HollandParlette took over management of the SPD in 2006 after their leadership concluded that the society could not continue to develop and mature while being managed by a single administrator out of her home. Since that time, HollandParlette has helped to increase the overall membership of SPD by 150%, increased attendance at the group’s two annual educational meetings by 50% and increased fundraising dollars secured by 40% by designing and implementing a coordinated annual Industry Partnership campaign.

HollandParlette recommended and oversaw a revamp of the SPD’s organizational structure in 2013, designed to provide more accountability for projects and initiatives and allow increased volunteer involvement by members. We also have worked with SPD leadership to design dynamic and achievable Strategic Plans that allow for continued growth.

During HollandParlette’s time as association managers, the SPD has added over $800,000 to their financial reserves and the group’s annual budget has almost doubled from $580,000 to over $1 million.

Recent Accomplishments: SPD Strategic Plan

FINANCE & ADMINISTRATION

• Integrated PeDRA as research arm in organizational structure

• Increased Foundation donations by 30%

• Increased average pharmaceutical fundraising to over $250,000 per year

EDUCATION & CAREER DEVELOPMENT

• Hosted successful World Congress of Pediatric Dermatology meeting in Chicago (1,500 attendees)

• Obtained approval for ACGME to accredit our fellowship programs

• Created 30 Patient Perspectives handouts; translated into different languages

• Developed a number of “Ask the Expert videos”

• Created new facilitated peer mentoring groups

WORKFORCE & SPECIALTY ADVOCACY

• Created medical student mentorship and travel awards to allow earlier exposure to pediatric dermatology

• Created new Leadership Forum to identify and train younger members

• Implemented partnership with Health Volunteers Overseas

• Nominated several SPD members for national leadership positions

MARKETING & COMMUNICATIONS

• Hired a Public Relations firm (The Rosen Group)

• Implemented a number of improvements to the content, delivery and quality of the journal

• Revamped and renamed the newsletter (PediDerm Pulse)

• Instituted a weekly quiz on social media

MEMBERSHIP & PRACTICE MANAGEMENT

• Increased membership to over 1,400

• Produced 2020 Pediatric Dermatology Physician Compensation Report, the largest data set of compensation and production information for pediatric dermatologists in the history of the specialty

• Increased interaction with Patient Advocacy Groups, including an Advocacy Village at World Congress and inviting groups to attend SPD Annual Meeting each year

RESEARCH

• Held 5 successful PeDRA conferences

• “Pan-PeDRA Big Study” on stigma of disease for children with skin conditions

• Increased the amount of internal funding for SPD/PeDRA research grants from $85K to $125K

• Created Weston Career Development Award

Leadership Testimonial

“HollandParlette has been a transformative force for the Society for Pediatric Dermatology (SPD). Since beginning our partnership in 2006, SPD membership has more than doubled; annual and semi-annual conference attendance has been growing by leaps and bounds; our website has been polished; critical communications within our executive board and among members have been streamlined; and development efforts continue to grow under their supervision. HollandParlette has been a crucial catalyst throughout this entire organizational, financial, and administrative evolution. Most importantly, they not only get the job done, but they are a pleasure to work with. I can’t imagine our society working without them.”

Albert Yan, MD
Children’s Hospital of Philadelphia
SPD President, 2010-2011
Vice Chair, 13th World Congress of Pediatric Dermatology