Outreaching to businesses

Something obvious: add value to members. Members must feel they are more rich with the chapter than without it where "rich" does not mean more money only. Then, asking to people that are working like portfolio/program/project managers which is their pain and try to create an space inside the chapter to work on finding solutions by creating interactions between members is a must, in my humble opinion.

We tried a similar program to yours several times (stopped & restarted).

In these programs, too much depends on the lead volunteer and succession planning (volunteer responsibilities, SOPs, onboarding). We are working hard on succession planning but losing volunteers is detrimental to programs.
We are not the only chapter that deals with the same issues.
The obvious step is to outsource manual, 'procesized' work but it's a hard sell to change 'we are non-profit' mentality.

I am not looking for a golden nugget that solves all my problems - looking for creative, out-of-the-box ideas. Please bring all your suggestions.

We tried a similar program to yours several times (stopped & restarted).

In these programs, too much depends on the lead volunteer and succession planning (volunteer responsibilities, SOPs, onboarding). We are working hard on succession planning but losing volunteers is detrimental to programs.
We are not the only chapter that deals with the same issues.
The obvious step is to outsource manual, 'procesized' work but it's a hard sell to change 'we are non-profit' mentality.

I am not looking for a golden nugget that solves all my problems - looking for creative, out-of-the-box ideas. Please bring all your suggestions.

Hi Sergio,
Thank you. PMI Global and local chapters are performing 'voice of the customer surveys. We sometimes do not ask the right questions. For example, we perform a quantitative survey (i.e. yes or no, or Likert scale answers) whereas our questions are qualitative "do you like to participate in x, y, or z program?"
As you suggested, we should be asking the members what is their most current pain point - and then proposing solutions that the chapter can do.

Dear Andrew

One of the main goals of the PMI and chapters is to help the professional development. Through mentoring and coaching programs, the chapter develops competencies useful for organizations and independent professionals.
Even though mentoring is not a profit service, new business opportunities may arise from these activities. As a result of a successful mentoring program and results advertising, it will inspire people and other organizations to participate and be members of your chapter. One example is to offer specialized studies (benchmark, survey) to continue an initiated mentoring program for private or public organizations. In addition, enhance partnership by proposing training, promote tools, consulting activities and chapter events with leading companies. Events with the key influencers create new opportunities for R&D projects, and it is the best publicity to draw the attention of new members and partnerships.

Thank you Elena.
PMI Chicagoland has a super successful member mentorship program that other chapters try to copy :)

I don't think that my chapter undertook what you are proposing - mentoring for outside organizations. I can bet that this is what newer members (with limited field experience) would love to jump right in. More experienced pros would also benefit to upgrade their skills.
Let me know how you envision this program.