Fit. ASID is an integrated professional society under tax code 501(c)6 which is classified as a business league. Business leagues gather groups with common interests in support and promotion of those interests. “Integrated” means ASID, Inc. is set up as one legal entity comprised of a national office and board of directors, and a component structure of which our chapters are a part.

Chapters are granted the right to conduct operations under a group tax exemption and single incorporation. The structural organization of ASID is determined by the national board of directors and CEO.

Purpose. The national board of directors maintains a consistent pulse on the state of the components and our ability to deliver on initiatives in support of the ASID mission, vision, and strategic plan, among other areas of the Society’s business, and adjusts as necessary to maintain our stability, efficiency, and longevity every three to five years through the strategic planning process.

Strategic planning requires the national board and executive leadership to dig deeper and look closer at all aspects of ASID to chart the path for the organization's future as it impacts the interior design profession and industry. It’s an immense responsibility, and at the heart of it lies the profession and the industry. It’s through this lens and focus setting that ASID supports its members. Everything else falls under the scope of how and how well we do it. We measure success by the impact of the outcome against a baseline called a benchmark.

Benchmark. Historically, the benchmark set for chapters was based on the number of professional members in a chapter. As the Society has evolved, our benchmark for chapters has remained stagnant and unable to keep up with the changes in social, cultural, economic, and other environments. The impact of which has left our chapter structure and volunteer experience strained and wanting. As we anticipate the future and embark upon the next strategic plan, we must also revise and refresh the chapter benchmark.

The first steps in establishing our metrics are underway as we determine and define the critical success factors and priorities to set our benchmark. A benchmark will determine ASID chapter baseline of operations and identify a minimum expected standard that is measurable. Benchmarking affords an ability to identify operational and experience gaps and success areas to scale up. It gives us a more balanced, data-driven narrative to strategically improve the chapter function and experience.
Benchmarking is a long road and we’re only at the beginning. More to come as we prepare our launch at GATHER Catalyst.

Jessica A. Irizarry, Director of Chapter Strategy and Program Development