CWRT COVID-19 RESPONSE
CWRT COVID-19 RESPONSE SURVEY ANALYSIS
The vast majority of CWRTs discontinued face-to-face meetings as soon as the news spread about the deadly nature of the Covid-19 pandemic. Many remain closed and without further contact with their members. Many more began to meet online with lectures provided by others. And, now a few have begun to meet again. This survey sought to ascertain how individual CWRTs reacted to the pandemic.
Proven Practices
• Leadership of every CWRT should consider having a designee to follow and report on changes that affect the ability of the organization to resume face-to-face meetings.
• During the current and future crisis, CWRT leaders should be telephoning members to ascertain how they are being affected, how they envision future activities, etc. It’s very important for members to understand that leaders do not take them for granted and that their voice matters.
• In terms of reopening dates, it is important to not simply rely on what is allowed by local, state and national health officials, but to include the following in the rationale:
o The phasing history in the local area;
o The experience of similar organizations that have reopened;
o The desires of CWRT membership; and
o For those members who wish to remain home, are alternative approaches to traditional programming being considered for them?
• In terms of reopening plans, CWRT leadership should be proactive.
o Develop a plan specific to the age and health risk of CWRT members;
o Review and incorporate the plan of the meeting venue;
o Consider added precautions that may be absent;
o Communicate the plan to every member BEFORE each meeting;
o Ensure equal enforcement of the standards incorporated in the plan;
o Follow up with meeting attendees to ascertain;
o MOST IMPORTANTLY, consult with public health officials to ensure your CWRT plan is comprehensive, enforceable and based on sound epidemiological practice.
• Changes in meeting attendance rates is an important facet of every CWRT irrespective of environmental threats. Every CWRT should have a data collection function that measures member behavior such as the month of the year, speakers engaged, availability of transportation, etc. That will allow CWRT meeting planners to alter or address factors that may affect meeting attendance.
• CWRT Congress is flattered that its lecture series ranked highest among alternative activities during the pandemic. Moreover, we are ready to assist every CWRT that is considering online meetings.
• CWRTs must negotiate any engagement with prospective author/speakers such that all sides consider it a win-win-win. Many authors are more interested in book sales and reviews than an honorarium. But, unless the CWRT is upfront about assisting the speaker to meet his/her goals, that win-win-win may not be accomplishable.
• When considering retention incentives, it is vastly important to consider the motivation of individual CWRT members. Most are less interested in the dues they pay each year than the benefits they receive in terms of friendships, discussions, knowledge gains or the inspiration to find out more about different aspects of the Civil War or 19th century life. And, although members do not wish to feel “ripped off”, they want consideration if they are unable to attend meetings. So, in addition to a moratorium on dues collection, CWRT leaders should consider how best to deliver on the promise of their organization for those unable or unwilling to attend face-to-face meetings such as:
o Periodic telephone check-ins to ascertain member status/issues;
o Continued newsletter distribution;
o Notices of Civil War programs on television or online;
o Ensuring connection to the broader Civil War community;
• Conducting outdoor Civil War-related activities can be an important way of maintaining the relationship between the organization and its members. Battlefield or cemetery maintenance, picnics, etc. are just two examples of activities that will ensure program continuity.
• During the current and future crisis, CWRT leaders should be telephoning members to ascertain how they are being affected, how they envision future activities, etc. It’s very important for members to understand that leaders do not take them for granted and that their voice matters.
• In terms of reopening dates, it is important to not simply rely on what is allowed by local, state and national health officials, but to include the following in the rationale:
o The phasing history in the local area;
o The experience of similar organizations that have reopened;
o The desires of CWRT membership; and
o For those members who wish to remain home, are alternative approaches to traditional programming being considered for them?
• In terms of reopening plans, CWRT leadership should be proactive.
o Develop a plan specific to the age and health risk of CWRT members;
o Review and incorporate the plan of the meeting venue;
o Consider added precautions that may be absent;
o Communicate the plan to every member BEFORE each meeting;
o Ensure equal enforcement of the standards incorporated in the plan;
o Follow up with meeting attendees to ascertain;
o MOST IMPORTANTLY, consult with public health officials to ensure your CWRT plan is comprehensive, enforceable and based on sound epidemiological practice.
• Changes in meeting attendance rates is an important facet of every CWRT irrespective of environmental threats. Every CWRT should have a data collection function that measures member behavior such as the month of the year, speakers engaged, availability of transportation, etc. That will allow CWRT meeting planners to alter or address factors that may affect meeting attendance.
• CWRT Congress is flattered that its lecture series ranked highest among alternative activities during the pandemic. Moreover, we are ready to assist every CWRT that is considering online meetings.
• CWRTs must negotiate any engagement with prospective author/speakers such that all sides consider it a win-win-win. Many authors are more interested in book sales and reviews than an honorarium. But, unless the CWRT is upfront about assisting the speaker to meet his/her goals, that win-win-win may not be accomplishable.
• When considering retention incentives, it is vastly important to consider the motivation of individual CWRT members. Most are less interested in the dues they pay each year than the benefits they receive in terms of friendships, discussions, knowledge gains or the inspiration to find out more about different aspects of the Civil War or 19th century life. And, although members do not wish to feel “ripped off”, they want consideration if they are unable to attend meetings. So, in addition to a moratorium on dues collection, CWRT leaders should consider how best to deliver on the promise of their organization for those unable or unwilling to attend face-to-face meetings such as:
o Periodic telephone check-ins to ascertain member status/issues;
o Continued newsletter distribution;
o Notices of Civil War programs on television or online;
o Ensuring connection to the broader Civil War community;
• Conducting outdoor Civil War-related activities can be an important way of maintaining the relationship between the organization and its members. Battlefield or cemetery maintenance, picnics, etc. are just two examples of activities that will ensure program continuity.
