Embedding Strategy into Governance: How To Association KPIs for Board Alignment

Embedding Strategy into Governance: How To Association KPIs for Board Alignment

In an interview conducted by Gregory Amdur, SVP of Client Success at re:Members, Casey Awad, COO of the American Society of Interior Designers (ASID), outlines a practical and intentional approach to board-executive collaboration, anchored in data, trust, and mission alignment. Awad shares how ASID has institutionalized a governance model that makes Key Performance Indicators (KPIs) an integral part of board engagement.

ASID’s board is composed entirely of practicing designers, many of whom are long-standing volunteers. The organization emphasizes strategic clarity and open communication, sharing detailed quarterly updates before each board meeting and maintaining weekly briefings between the CEO and the chair. KPIs tied to ASID’s strategic plan, such as membership growth, financial stability, and program engagement, help the board monitor progress and offer grounded oversight.

Board liaisons to national committees and mentorship with student leaders reinforce communication across generations. Awad notes that ASID’s board role extends beyond oversight; members co-create the strategic path each year, ensuring that goals reflect both industry shifts and member needs. The board’s priorities—growth, diversification, and sustainability—are embedded not only in policy but also in its own composition, including the appointment of Shundra Harris as ASID’s first African American chair in 2026.

For association leaders, ASID’s model offers a compelling case for making association KPIs central to board relations. Transparency, regular feedback, and shared accountability foster a culture where governance enhances, rather than constrains, innovation, fueling progress and deepening member impact.