The link to the recorded webinar is here.  If you’re not signed up for the Sharepoint system you’ll have to click the “request access” box.

Here are key takeaways from the webinar:

Why this is happening

• AMC runs on a chapter structure designed in 1876, never reconciled with the staff model built in 1988.
• 11 chapters deliver 5,000+ activities a year, but “in 11,000 different ways” — each chapter, often each committee, runs like its own small nonprofit: own officers, procedures, budgets, newsletters, websites.

The problems named

• Leader qualifications don’t travel: certified in one chapter or committee doesn’t mean certified elsewhere — leaders must relearn the rules every time.
• Newcomers can’t find the door; staff can’t support 11 versions of the same thing.
• Funding follows zip code, not need: Maine had to chase a grant (Outdoor Journey Fund) for a community inclusion event while Boston funded affinity activities from its regular allocation — same dues, unequal access.
• Redundant spending: 11+ web hosts, separate email/social tools, gifts, speaker contracts — buying the same things 11 times at 11x the price, with members’ dues.
• The Outdoors Connector system was built before a consistent business process existed — it accommodates inconsistencies rather than resolving them.
• Recruitment is broken: “how do I become a leader?” gets answered “it depends.” Volunteers navigate complex systems and sometimes pay for their own training and first aid — the pipeline leaks at the front door.
• Bill Nesheim (NH chapter): first-aid kits for new leaders go out inconsistently; volunteers active across AMC go unrecognized because recognition is purely local.

Why volunteers still matter — and what’s changing

• Grassroots volunteering is non-negotiable: AMC will never hire its way to the All Out Plan; volunteers bring local knowledge at a scale AMC couldn’t hire for.
• Volunteerism is shifting: shorter episodic commitments are replacing multi-year roles; ExCom and committee recruitment is very difficult; new volunteers discover opportunities digitally and decide in minutes.
• Benchmarked groups (Outdoor Afro, Mountaineers, Girl Trek) made joining effortless — that’s the model to learn from.

The process so far

• Consultant Crystal Kadakia guided it; the task force met weekly (2 hours + homework) all summer.
• 190 survey responses (~10+ per chapter), validated at the May Chapters Committee retreat.
• Design requirements in three buckets: community experience, volunteer enablement, and alignment across AMC.
• Four structural concept models ideated (12–25 pages each), then a month-long convergence with the regional directors, management team, and Nicole Zussman.

Where it stands and what’s next

• Nothing is decided — it’s an “emerging direction,” not approved; rumors otherwise are wrong.
• January 2027: a fuller picture, another webinar, and a new feedback form.
• Late February 2027: recommendation package to the board; the March board meeting decides.
• If approved, the rest of 2027 is plan development, with phased implementation 2028–2035 — explicitly not a January 1, 2027 “flip switch.”
• The task force won’t set leader or activity standards — that comes later, with the people who actually do the activities.
• Cindy credited the Gang of Five and Crystal Mandler’s tech team for “tremendous work” on the Outdoors Connector — a major investment of dollars and effort — but the system was built before a consistent business process existed underneath it, so it was designed to accommodate inconsistencies rather than resolve them: workarounds instead of addressing the 11 chapters’ local differences.
• Chapter organizational structure: behind every activity, a chapter — and often a committee inside the chapter — operates as a small nonprofit of its own: electing officers, writing operating procedures, managing budgets and local spending, newsletters, email lists.
• Each chapter adapts AMC policy into its own leadership, mentorship, and activity requirements, and those vary not just chapter to chapter but committee to committee within the same chapter.
• Chapters host and pay for their own websites and recruit and train their own leaders — “a monumental effort… a century and a half of volunteers stepping up and solving problems locally.”
• Explicitly not a criticism of chapters: “a structure that none of us have designed and wouldn’t have if we were to do it today.”
• Recruiting for ExCom and chapter committee positions is very difficult — people don’t want multi-year roles; shorter episodic commitments are replacing them.
• “It depends is not an answer” — Mel’s interjection when Cindy described putting on her “compliance hat” to explain the inconsistent leader-qualification processes.
• Q&A: the task force will not set leader or activity standards — when standards are developed, the people who actually do those activities will be part of it.
• Through year-end, volunteer-strategy ambassadors will attend ExCom meetings — chapters are urged to put them on agendas and give them real time.
• Mel’s closing take-home: nothing is decided — “please keep doing what you do and keep doing it as well as you do” — and stay tuned for January’s webinar and feedback form.

Results of a survey of Fire Island Cabin participants were nearly unanimous that AMC staff deserves a grade of A with respect how they managed the facility this past year.  Some of the comments included: