Many association executives will tell you they understand the importance of a diverse membership organization. However, few go the extra mile to examine how inclusive their organizations really are or to design programs to build a membership that's more reflective of those individuals served by their members. But that's just what Association Management Center (AMC) executive Steve R. Smith, CAE, did when he spearheaded an effort to examine the diversity at the American Academy of Hospice and Palliative Medicine (AAHPM), a client association where he serves as executive director and CEO.

In deciding to initiate a diversity program, Smith built upon his membership's natural inclination toward cultural sensitivity: Most AAHPM members are physicians who regularly convene meetings with patients and their family members or caregivers to discuss complex and sensitive issues related to palliative care and end-of-life decisions. "Our members tend to be thoughtful and tuned in to the diverse needs of others," he says. But Smith realized there was still work to be done in building a more inclusive membership and leadership team, so he enlisted the help of ASAE and its Diversity Toolkit.

From Idea to Implementation

AAHPM convened a Diversity Advisory Group in March 2014 to drive its diversity initiative, with guidance from ASAE's director of diversity and inclusion, Alexis Terry. Terry led sessions for both AAHPM and AMC to explain how a more targeted focus on inclusion can ultimately benefit both association members and the people they interact with in their professional lives.

We're trying to implement little changes that will make a big difference.—Steve R. Smith, CAE, American Academy of Hospice and Palliative Medicine

The Diversity Advisory Group's first steps included auditing AAHPM's existing diversity policies, developing a membership data-collection strategy, and convening a one-day retreat to frame the organization's vision and identify key elements for advancing diversity (to align with AAHPM's overall strategic plan). The group created a multiyear diversity strategy and plan, sought member feedback on the plan, and facilitated an interactive experience at the February 2015 board of directors meeting to seek plan approval.

At the board meeting, the directors signed off on the diversity strategic plan, the continuation of the Diversity Advisory Group, and allocation of staff (one-quarter of a full-time equivalent) to serve as program manager.

With a strategy in place and an AMC employee on board to manage the initiative, AAHPM has made a lot of headway in becoming a more inclusive organization—but the project remains a work in progress, says Smith.

Fostering an Inclusive Culture

Association management companies that help lead their clients in diversity initiatives will not only assist associations in facilitating a more diverse membership and leadership team; they will also build a membership that is more reflective of the greater population.

"You really need to think big-picture about how diversity and inclusion affect the people your members serve," says Smith. "For example, in hospice care, research shows that if we really want to increase access of services by patients from underserved populations or areas, then we need to increase the number of physicians who live and work in those communities." One of the first steps AAHPM took in its initiative was to begin asking members for their race or ethnicity and gender identification on all member surveys, to have a basis from which to build.

AAHPM also has made a change in educational session planning. "When we solicit sessions, we will be asking potential presenters how they will incorporate examples or cases of diverse populations within their sessions," says Smith. AAHPM also plans to distribute a survey at the conclusion of its next annual meeting asking whether attendees heard examples of diversity in the presentations they attended—to ensure speakers are more accountable for including such information going forward. "We're trying to implement little changes that will make a big difference," says Smith.

Smith also notes that AAHPM members appreciate the existence of the Diversity Advisory Group, which serves as a forum for members to address sensitive issues—for example, setting up online communities that allow for engagement and, in some cases, privacy—based upon input from Special Interest Group leaders.

Smith points out that none of the changes have required a lot of extra time or money. "They're not complex," he says. And he notes that embarking on a diversity initiative can get both staff and members involved in identifying further areas of improvement. For example, Smith notes that diversity outreach can easily be broadened to include emerging diverse and underserved communities, such as senior members.

AMC Outreach

While AAHPM was the first AMC client association to hone in on a diversity initiative, other AMC clients are not far behind. "I've presented what we're doing at AAHPM to the other AMC executive directors, and they are exploring ways to incorporate diversity and inclusion strategies in their own organizations," says Smith. And now that Smith has done the hard work of getting to the point of board acceptance and implementation at AAHPM, "we're poised to help other clients implement it as well."

Smith is quick to point out that not every organization is positioned to dive into a comprehensive diversity initiative. He stresses the importance of a "champion," such as an association president or strong committee leadership that is willing to prioritize such a program. But he also advises other AMCs and associations not to wait until a problem arises to focus on diversity. Even if you feel your organization is already inclusive, taking a deeper look at your membership and educational strategies with an eye to diversity "can help you grow from good to great," says Smith.