By: Maria Cecilia DeSousa
1st Vice President of Membership, NFBPWC 2024-2026 

The membership committee has been actively pursuing ways to attract new members  and retain existing members. To accomplish this task, the membership committee  created a sub-committee. In this issue I am sharing the DRAFT version of the efforts  of this hardworking team. It is for your review and input.

Please contact the membership committee with any feedback you might have.Wishing all a prosperous and healthy Happy New Year 2025. 

FROM THE 2025 MEMBERSHIP RECRUITMENT STRATEGY PLANNING COMMITTEE

Denise Stepanik, Lead Committee Member, PA – PENNSYLVANIA

Sher Singh, CA - DOWNTOWN SACRAMENTO CAPITAL

Barbara Jean BJ Maresca, PA – PENNSYLVANIA

Diane Rames, CA - BERKELEY

Dr. Twila Lee Wynn, PA – PENNSYLVANIA

We have an amazing mission. Our modest Membership strategic recruitment committee has a big job to do,  and so does our organization. We must keep and build NFBPWC to ensure a good mix of talent, ages, and  diversity to help women achieve equality. 

Here’s some sobering news we have found in our research so far:

• The 1995 Beijing Declaration and Platform for Action identified several actions for women to achieve  parity. The UN General Assembly of the Economic and Social Council, through its follow-on tracking  and measurements of the Beijing pivotal document, said in their 2024 Session that it will take 176 years  for the world’s women to achieve gender parity in managerial positions

• The publication Women in the Workplace-2024, prepared by LeanIn.org and McKinsey & Company,  summarized data gathered over 10 years in the US. Despite progress, parity for all women in the US  is almost 50 years away.

The Leanin.org/McKinsey & Company https://www.mckinsey.com/featured-insights/diversity-and inclusion/women-in-the-workplace report states that at the current pace of progress:

• It will take 22 years to reach parity for white women—and more than twice as long for women of color. Put  another way, it will take 48 years for the representation of white women and women of color in senior leadership  to reflect their share of the U.S. population.

• Over the past decade, there have been important gains for women at every level of the corporate pipeline,  particularly in senior leadership. This progress matters because research shows that companies with more women  in leadership benefit from greater innovation, healthier cultures, and stronger performance. In addition to offering  valuable skills and perspectives, women leaders inspire the next generation of women to make their mark.

• However, the pipeline is not as healthy as the numbers suggest. At the beginning, too few women—and especially  women of color—are advancing into management positions. Over the last several years, the primary driver of  progress for women in senior leadership has been a reduction in line roles. And at the highest level—the C-suite— what drove gains in representation will be impossible to replicate in the years to come.

• To achieve this, companies will need to maintain their current rate of progress, which means addressing weak  spots in their pipeline. For most companies, this means fixing the broken rung and, investing more energy in  developing women leaders and holding themselves accountable for more substantive progress in the C-suite.

• There is unmistakable evidence that companies need to push further. For example, fewer companies are investing  in career development and sponsorship programs that address the unique challenges of women and women of  color. Although well intended, company efforts to activate employees—who have a critical role to play in changing  the culture of work—have not translated into enough action. 

• For just $50, your dues to NFBPWC allows you to gain access to exclusive career development and  sponsorship programs that many companies do not provide. NFBPWC has already done the work, offering  comprehensive training and development programs ready to help our members. 

While the McKinsey & Company study addressed corporations, these weak spots would be possible for  business and professional women working in the gig economy (a labor market characterized by temporary,  contract, and free-lance jobs, rather than permanent positions), self-employment, public sector, and non profits. It also parallels the UN General Assembly’s Economic and Social Council 2024 results. Additionally,  your $50 dues support NFBPWC's seat on the UN Commission on the Status of Women, ensuring our voices  are heard on a global stage.

SO, THIS IS WOMEN’S CURRENT STATE. This makes our modest subcommittee very sad, yet it’s energizing. 

• NFBPWC can fill these gaps and help women through its many training offerings, mentorship, and  friendship. Our organization needs to build our talent to help bring in members to achieve their  potential too.

• To properly recruit, it is important to understand our current demographics as a club and what we  want to look like in the future. We want to help women achieve parity and need skilled and enthusiastic  members to further our mission.

What does this mean for NFBPWC's work ahead? If there are gaps in leadership skills and women of color,  our membership and policies need to align with that.

The committee must identify who we want to target as new members. To do that, we need to: Clearly describe our existing membership demographics (age, talent/skills, race, ethnicity, passions) Identify the ideal membership demographics (age, talent/skills, race, ethnicity, passions)

We will then compare the demographic gaps between existing and ideal membership and target those gaps by focusing on recruiting new members in places/organizations/groups having the demographics we need.  To fully understand our success, we must track our progress as we implement our recruitment strategic plan.

YOUR ACTION: Each BPW member should consider taking part in our membership recruitment. If you  can help in any way with the following recommendations or initiatives, please get in touch with one of the  members of the membership committee to offer your support. 

NFBPWC Membership Recruitment Strategy as of November 2024: Analysis and  Recommendations

Analysis to Date:

Articles on the state of women.

Data from existing database: On National website: 584 members. Only 182 have listed their age range: 8  Under 25 / 13@ 26-35 / 19 @36-45 / 26 @46-55 / 35 @56-65 / 49 @ 66-75 / 24 @ 76-85 / 3 @86 and over

Current segments of membership:

Heritage members – A Heritage member is a member currently or previously involved in a BPW Club but  without national and international connections. 

1) Encourage each BPW club to have member photos on their websites and to post the LinkedIn  profile link to each member's LinkedIn profile.

2) Encourage each club to engage with members by asking them to connect with each other on  LinkedIn.

3) Encourage BPW regions to have their members connect with each other on LinkedIn.

4) Encourage all BPW clubs to hold virtual or hybrid programs which can be promoted on LinkedIn.  This will multiply the group of potential attendees who can receive the invitation to the virtual/hybrid  event and encourage more participation.

Student members – Currently enrolled in an accredited institute of higher education or trade school. The  potential BPW Student member is now making important future plans and career choices. Recruitment should  highlight mentoring, personal and professional training, national leadership programs and networking  opportunities. Some BPW Federations and Clubs offer educational assistance programs. Ages 18-35 will also  be considered a Young BPW member at the National and International levels.

Young BPW are (ages 18-35). They are starting their career and will generally change their career a few times  before choosing a long-term path. They are interested in networking and social media, issues affecting women  in the workplace and in politics. They are interested in meeting working women but feel they have little time  to give to a structured club. Recruitment should focus on established contacts with young workers through  the Young BPW programs, career development scholarships, potential for enhancing their CV/resume  through BPW participation, and worldwide contacts with like-minded individuals.

Mid or Peak Career - Established in the workforce, advancing in their career or interested in other options  such as small business/home business ownership. They are looking beyond their current career to (engage in  community purpose/impact). They can take advantage of BPW opportunities to broaden their potential.

Transitional - They are in-between-jobs or want to start a new career or business. They may want to continue  their education. They may be military-affiliated women. They may be business or professional women who  are new immigrants to the US. They will benefit from networking with other women and familiarize with  social media and electronic skills. Scholarship/grants may be an incentive to join.

Retirees – One of the strengths of BPW, they have the time and experience to give back. They have the  background and the dedication and may have more time to devote to projects and leadership positions. They  should be encouraged to mentor the younger members while allowing them to also develop individually  within their club.

Virtual - They may not be able to join a club because of time, distance or lack of interest in participating in  local activities. They will contribute with their dues, attend and participate in events, and may even join a  Committee or Task Force. Individual members should be encouraged and assisted in contacting other  working women in their area to eventually start a new club. 

NGO and Nonprofits – BPW takes pride in collaborating with other women’s organizations around the globe.  One opportunity is the annual event at the United Nations Commission on the Status of Women (CSW), where  BPW holds consultative status and participates with parallel and side events. BPW offers NGO women a  unique opportunity to advance their business and professional skills, advocacy skills, and promote and align  with other NGO’s in their areas of expertise.

• Synthesized studies on the state of women, our current membership data, and the challenges and  opportunities for NFBPWC membership recruitment. Here are the key takeaways:

Target Audience:

• Challenges:Underrepresentation of women, especially women of color, at leadership levels. Difficulty  attracting younger generations due to changing work styles and time constraints. Need to address the  needs of a diverse membership with varied interests.

• Opportunities: Growing gig economy and remote work create a need for connection and support.  NFBPWC's established programs and global reach offer unique value propositions. Strong local  connections and chapters can foster a sense of community.

Recommendations for Updated Practices and Policies within the National organization: Based on the analysis, here are some recommendations for membership recruitment strategy:

1. Define clear member segments:

• We have profiles of each target member segment (e.g., Young BPW, Transitional Member) see above  category definitions. 

• We must ensure robust demographics, career goals, preferred communication channels, etc., by  developing and encouraging members to complete this information in enhanced data collection  profiles. Phase I—start with skills listing that members are willing to share with the organization on  tasks and committees.

• Tailor messaging and benefits to resonate with each segment.

2. Leverage Technology and Social Media: 

Utilize social media platforms like LinkedIn, Instagram, and Facebook to highlight member experiences,  events, and achievements.

• Develop engaging content that addresses the challenges and interests of women in today's  workplace (e.g., work-life balance, career development tips).

• Create targeted social media campaigns to reach specific segments.

3. Focus on Diversity and Inclusion:

• Partner with organizations serving women of color and other diverse communities. • Actively recruit women from underrepresented groups for leadership positions and committees. • Highlight success stories of diverse members in marketing materials.

• Offer scholarships or reduced membership fees to attract younger members.

4. Promote Value Proposition:

• Clearly articulate the unique benefits of NFBPWC membership. What sets us apart from other  organizations? 

• Emphasize opportunities for professional development, networking, mentorship, and advocacy. • NFBPWC has a seat at the UN table. Showcase the global reach and impact of NFBPWC through  initiatives like the UN Commission on the Status of Women.

5. Strengthen Local Connections:

• Encourage local chapters to organize engaging events and activities that cater to local needs. • Create a welcoming environment for new members through mentorship programs and buddy systems. • Utilize local media outlets to promote events and highlight NFBPWC's presence in the community.

6. Leverage Partnerships:

• Partner with universities and colleges to reach young professionals and potential student members. • Collaborate with women-owned businesses and professional organizations to expand reach. • Explore co-hosting events or programs with complementary organizations.

7. Track and Evaluate:

• Monitor the effectiveness of our recruitment efforts through analytics and feedback surveys. • Regularly review and adjust our strategy based on data and member needs.

Additional Considerations:

Develop a membership recruitment toolkit for local chapters with customizable templates and resources.

• Fully advertise our virtual membership options for women who cannot attend local events due to  location or time constraints.

• Conduct surveys and focus groups to gather insights into member needs and preferences. • Partner with influencers and successful women in the community to promote NFBPWC.

By implementing these recommendations through a robust execution plan which we will do in Phase I, II, and  III, NFBPWC can develop a comprehensive and targeted membership recruitment strategy that will attract a  diverse and engaged membership base in the future.

Nov 11, 2024 Draft: Membership Recruitment Strategic Plan for the National Federation of Business and  Professional Women's Clubs (NFBPWC)

Executive Summary

This strategic plan outlines a comprehensive approach to recruit new members to the National Federation of  Business and Professional Women's Clubs (NFBPWC). The plan focuses on using the organization's strengths,  addressing potential challenges, and capitalizing on emerging opportunities to attract and retain diverse,  talented women.

Goals and Objectives

1. Increase Membership:

• Attract 500 new members annually for the next five years.

• Retain 85% of existing members.

2. Enhance Brand Awareness:

• Increase brand recognition by 20% within the target demographic.

• Develop a strong social media presence to reach a wider audience.

• Identify benefits in exchange for the $50 annual dues.

• Offer direct contact with large corporations, governments, social and  occupational/union/apprenticeship organizations of our offerings and recruit members there.

3. Strengthen Local Chapters:

•  Provide resources and training to local chapters to improve their recruitment efforts. Personally  reach out to all local chapters in every state not currently aligned with National.

• Foster collaboration and knowledge-sharing among chapters.

• Heritage, retention, disenfranchised members from locals.

• Direct contact with expired memberships at local and national level to reenergize.

Target Audience – Diversity focused.

Primary Target:

• Career-oriented women aged 25-55.

• Women in leadership positions or aspiring to leadership roles.

• Women entrepreneurs

Secondary Target:

• College students and recent graduates

• Women returning to the workforce.

• Retirees passionate about our mission

Recruitment Strategies

1. Digital Marketing:

•  Social Media:

▪ Create engaging content on platforms like LinkedIn, Instagram, and Facebook.

▪ Utilize targeted advertising to reach potential members.

▪ Share success stories, member testimonials, and event highlights.

• Email Marketing:

▪ Develop a robust email marketing campaign to nurture leads and keep members  engaged.

▪ Segment email lists based on interests and demographics for personalized messaging. o Website Optimization:

▪ Improve website usability and design to enhance the user experience.

▪ Improve website content for search engines to attract organic traffic.

2. Community Outreach:

• Networking Events:

▪ Partner with other organizations to host joint events and workshops.

▪ Attend industry conferences and trade shows to connect with potential members. o Community Partnerships:

▪ Collaborate with local businesses, universities, and non-profit organizations to promote  membership benefits.

▪ Volunteer for community service projects to build brand awareness and goodwill. 3. Member Referrals:

• Referral Program:

▪ Implement a referral program to incentivize current members to refer friends and  colleagues.

▪ Offer rewards or recognition for successful referrals.

• Peer-to-Peer Networking:

▪ Encourage members to share their experiences and the value of membership within  their professional networks.

4. Targeted Recruitment:

• Student Chapters:

▪ Establish student chapters at colleges and universities to cultivate future leaders. ▪ Offer mentorship programs and career development opportunities to attract young  women.

• Diversity and Inclusion Initiatives:

▪ Create inclusive programs and events to attract women from diverse backgrounds. ▪ Promote diversity and equity within the organization.

Evaluation and Measurement

• Track membership growth and retention rates.

• Monitor website traffic, social media engagement, and email open rates.

• Measure the impact of recruitment campaigns on brand awareness and lead generation. • Conduct surveys and feedback sessions to gather insights from members and potential members. • Regularly review and adjust the recruitment strategy based on performance metrics and evolving  trends.

By implementing this strategic plan, the NFBPWC can significantly increase membership, strengthen its brand,  and empower women to achieve their full potential.