Objectives: The purpose of this presentation is to describe a change model used as a framework for increasing, engaging, and retaining chapter membership.
Methods: In 2015, chapter leaders met on a bi-monthly basis to formulate strategies for revitalizing the Nu Beta Chapter. The chapter implemented three strategies for increasing recruitment of nurse leaders, engagement and retention of current members, and promotion of knowledge, research, and scholarship. The three strategies implemented were: 1) increased use of social media and the STTI Circle site for communications, 2) scheduled activities that promote networking, scholarship, and continuing education, and 3) leading community service events. We increased the number of nurse leader applicants by contacting Chief Nurse Officers, Directors, and Unit managers of our affiliate hospitals, asking them to nominate candidates for nurse leaders.
In leading a transition from one administration to another, the Nu beta chapter board members reviewed the mission and vision of the Sigma Theta Tau International Honor Society of Nursing. The chapter board used these strategies to assure that all operations, activities, and future endeavors were aligned with the mission and values of Sigma Theta Tau International. The board consulted on a Bi-monthly basis with chapter managers at the STTI headquarters. The Nu Beta Chapter focused their communications and activities for members based on three values: 1) Leadership 2) Scholarship, 3) and Service.
Newly elected board members and incumbent chapter leaders implemented a plan based on Havelock’s Theory of Planned Change which provides guidance for change in seven steps. The framework for Havelock’s theory is applied using the acronym CREATER, where each letter stands for the actions taken: C- stands for Care, which involves the attention to need for change; R- represents Relate, in which relationships built; E-represents Examine, and diagnose the problem; A- stands for Acquire, the relevant sources; T- stands for Try, to choose the solution; E- Extend, and disseminate, diffuse, and gain acceptance; and finally R- is for Renew, and stabilize and sustain capacity. Havelock and colleagues, created a visual of the model for change agents to use to guide the change process.
Results: We implemented all changes applying the seven steps in Havelock’s Theory of Planned Change to create a process for change, organize workflow, and implement innovative methods for chapter operations. We evaluated chapter retention and acceptance rates over one year after implementation. Prior to implementing the operational changes, our chapter retention rates in 2015 were 50%, increasing to 57% in 2016 after implementation. Acceptance rates also increased from 66% to 71% in the year after changing operations.
Conclusion: Local chapter leaders have the obligation to carry out the mission and vision of the Sigma Theta Tau International Honor Society. Evidence-based literature supports the use of change theory frameworks to foster smooth transitions and successful implementation of organizational change. The application of change models and frameworks can assist chapter leaders in successfully implementing changes for sustaining chapter membership by increasing acceptance rates and membership retention. Continued review of the strategic plan is necessary to promote the sustainability of these changes.