FY2026-27 Chapter Priorities

The chapter we are building

What the whole board is driving toward

President

1. 1
   Membership growth: 65 members (+24 new), including 12 members in Hanoi
2. 2
   92% retention rate, with no more than 5 members lost
3. 3
   USD 4,500 of revenue and spend per member
4. 4
   Next board, under Gaby's presidency, seated by February 2027

Finance

1. 1
   Support membership recruitment to drive revenue (with Trifecta)
2. 2
   Maximize subsidies to maximize value for chapter members (with SAP)
3. 3
   Professionalize EO Vietnam: reduce risk for the chapter, members, and board, and put checks and balances in place (with President)
4. 4
   Enhance transparency on financial management and reporting
5. 5
   Support chairs to create new revenue streams for EOVN

Governance

1. 1
   Select 3 core CCC members with 2 alternates
2. 2
   All events (learning, MyEO, social) have waivers signed and saved electronically
3. 3
   Bring all Forum constitutions into line with EO values

Membership

1. 1
   Grow membership from 50 to 70 while keeping culture, engagement, and member quality strong
2. 2
   Build a structured recruitment system: pitch package, interview process, prospect pipeline, and committee training
3. 3
   Deliver world-class onboarding through Navigators, onboarding dinners, and early engagement
4. 4
   Lift retention and renewal by connecting new and tenured members through intentional programs
5. 5
   Align Membership, Learning, Forum, and Finance into one sustainable growth engine

Forum

1. 1
   Forum placements within 3 months
2. 2
   Moderator lunches every quarter, and moderators travel to the Moderator Summit
3. 3
   Test drives to support membership
4. 4
   Forum mash-ups, especially with travelling forums from abroad
5. 5
   On-time forum training (FTP, MTP, FNL)

Learning

1. 1
   Get feedback from all members on what they want from Learning this year
2. 2
   Help more members use EO learning: chapter, regional, global, and online
3. 3
   Collect ratings for every Learning event and share back what we learn
4. 4
   Create a clear Lark handover for next year's Learning Chair
5. 5
   Use Day Chairs to drive engagement and develop future board candidates

Member Engagement

1. 1
   Improve the new-member onboarding experience
2. 2
   Get each member to 3 or 4 events per year
3. 3
   Get the chapter travelling to regional events together
4. 4
   Increase member-to-member connection through MyEO
5. 5
   Have members day-chair all events, instead of the board

Marketing & Communications

1. 1
   Vietnamese-language newsletter
2. 2
   Leadership program marketing
3. 3
   Secure the Channel strategic alliance partner
4. 4
   FY26 podcast season

Strategic Alliances

1. 1
   Land $30,000 cash from 4 partners (2 Gold @ $10K, 2 Silver @ $5K) across Banking, Wealth/Investment, and Professional Services, 3× the FY25-26 baseline of ~$10K
2. 2
   Launch the EO Vietnam Member Benefits "Card", a loyalty and discount program with 10+ founding vendors across F&B, hospitality, and lifestyle: soft launch Q3, public reveal Q4
3. 3
   Integrate partners into chapter life: every cash partner attends 2+ events, quarterly partner dinners, expertise plugged into Forum and Learning
4. 4
   Recruit a co-chair by 31 July 2026 and document the "SAP Playbook" for sustainable succession
5. 5
   Drive 3+ partner-sourced member referrals for Membership, plus $6,000+ in in-kind partner value on top of cash

MyEO

1. 1
   Grow active MyEO communities from 9 to 12, based on real member passions
2. 2
   Build the champion pipeline from 13 to 18 champions and co-champions
3. 3
   Turn activities into recurring communities, maintaining 60% recurring MyEO
4. 4
   Create family-inclusive experiences: build 1 recurring family activity
5. 5
   Amplify EO spirit beyond Vietnam: deliver 1 MyEO involving other chapters

Chapter Staff

1. 1
   Member experience: high-quality chapter events with an 80%+ satisfaction score
2. 2
   Operations: 100% on-time admin, reporting, and compliance deadlines
3. 3
   Growth: support the recruitment pipeline to hit the membership target
4. 4
   Communication: clear, timely comms with an under-24-hour response standard
5. 5
   Budget: deliver within 5% variance, with full transparency to the board

Every chair rowing toward the same three priorities