Chapter Leader Community (CLC)
Section Map

Governance

Board Selection and Elections

CENTRAL FLORIDA CHAPTER: Chapter Elections in a Digital Box

SUMMARY: To streamline chapter elections and keep members informed and involved in the process, the chapter used the collaboration portal, Moxtra. The chapter formed a virtual nominating committee and used the platform to distribute details and hold virtual meetings. The chapter also used Moxtra to hold elections, empowering chapter members with more information on the election process and giving them a deeper look into the operations of the chapter. After the committee approved the election results, a full summary was provided to members. The implementation of Moxtra addressed the need to conduct a critical part of chapter business more efficiently by providing more flexibility to the nominating committee members who were vetting the candidates.

YEAR: 2018

NEW YORK CITY CHAPTER: Interview Guides for Board Roles
SUMMARY: Through the development of interview guides, the chapter’s nominating committee was better able to focus on candidate interviews and evaluating responses rather than on the process. The guides provided a consistent way to accurately evaluate, compare, and select candidates to fill board roles. The compilation of all necessary documents in one packet helped to ensure consistency and reduced the time needed for interviewers to get up to speed.

YEAR: 2018

Central Repository

ANN ARBOR CHAPTER: Free Online Tool to House, Update, and Access Procedures to Transform Board Onboarding and Task Management

SUMMARY: The Ann Arbor Chapter found it lacked documented standard operating procedures for the chapter. The board members created a plan to establish documented processes and procedures. Using Airtable, they created a way to store the processes for easy access. The content is now easily accessible for training and onboarding new chapter leaders, thus shortening the length of new board members' training from six months to four weeks.

YEAR: 2020

BATON ROUGE CHAPTER: The Way We Were: Capturing and Archiving Your Chapter’s History

SUMMARY: The chapter has records dating back to 1998 that needed to be reviewed for archiving, indexing, and retention purposes. The chapter secretary undertook the task of reviewing the records, deciding what was necessary to keep, and devising a strategy for storage, indexing, naming, and searching purposes. A team was put in place to track down the chapter’s history and create a repository of records.

YEAR: 2018

DALLAS CHAPTER: Getting to the Summit Using Basecamp

SUMMARY: To provide an avenue for chapter volunteers to connect and provide transparency internally, the chapter volunteers adopted Basecamp. The platform allowed the volunteers to immediately communicate with one another, collaborate, offer resources and insights, and share documents. The barriers between the four core chapter areas began to dissolve, and documents previously stored elsewhere were moved over to the site to provide historical knowledge and transparency. Basecamp streamlined the chapter’s processes and evolved into a one-stop shop for locating information.

YEAR: 2018

KANSAS CITY CHAPTER: Using Trello to Collaborate With Programs

SUMMARY: The programming director used Trello, a web-based project management application, to manage chapter projects and events and to promote better communication and organization among board members and volunteers. All volunteers get access to each program so that they can find the information at the moment of need. Each event/program has its own plan in Trello, allowing for all information to be in one place and providing notifications if something is updated, added, or completed so that stakeholders know the status of a project in real time. The system allowed for better work flow, thus creating better programs for members and higher satisfaction among stakeholders.

YEAR: 2018

ROCKY MOUNTAIN CHAPTER: G Suite for Nonprofits

SUMMARY: To save about $170 monthly, the chapter moved board emails from GoDaddy to Google Suite (G Suite). A third party, Tech Soup, contacted the chapter to verify its nonprofit status on behalf of Google. Once the chapter was set up, it realized a full suite of free tools to use. The chapter has continued to discover more tools provided by G Suite it can use to manage chapter operations including forms, surveys, and other communication tools. The vice president of finance has started reviewing the chapter’s paid products and services to determine if there is a free or reduced price for nonprofits. The money saved will go back to the chapter through member initiatives.

YEAR: 2017

LOS ANGELES CHAPTER: Volunteer Tab in Wild Apricot

SUMMARY: The chapter created a “Volunteer Only” tab in Wild Apricot with subsections titled by each topic. The chapter implemented a system to designate who receives access to each section, and uploaded documents and historical information to each tab. This system compiles all resources and tools in one location and reduces email congestion and duplication of documents. At each meeting, the chapter shows documents from the volunteer tab instead of recreating PowerPoints.

YEAR: 2016

EASTERN PENNSYLVANIA CHAPTER: Knowledge Management

SUMMARY: The Eastern Pennsylvania Chapter’s Knowledge Management Initiative is designed to capture, document, organize, and publish the operational policies and procedures of the chapter. Standard operating procedures for each functional area and supporting area were created as an outcome of this process.

YEAR: 2007


Chapter Operating Plan

GREATER BOSTON CHAPTER: Chapter Operational Plan

SUMMARY: The chapter leaders at the Greater Boston Chapter put together a great guide on how to create your chapter's operational plan.

YEAR: 2012

GREATER DETROIT CHAPTER: Chapter Business Office Administrative Policy and Procedure Manual

SUMMARY: The Greater Detroit Chapter contracted with a new administrative management firm. In order to provide a smooth transition for the administrative management company and chapter board members, an Administrative Process and Procedure Manual was created.

YEAR: 2004


Measuring Success

GREATER LAS VEGAS CHAPTER: Score Card

SUMMARY: In January 2017, the board evaluated the CARE and Power Member requirements to come up with a Chapter Metrics Scorecard. The scorecard was built to identify the most important goals, track specific metrics, and use those metrics in decision making. The chapter tracks six metrics that align with both CARE and Power Membership requirements: membership, Power Membership, chapter meeting attendees, budget year-to-date, money across accounts, and social media. The effort supported the growth of members and the community by providing higher-quality programs and allowing the board to make more informed decisions. This has led to a huge jump in Power Member numbers, from 46 percent to 68 percent in one year!

· Greater Las Vegas - SOS Submissions Form

· Greater Las Vegas - Score Card Template

· Greater Las Vegas - Score Card Example

YEAR: 2018

GREATER DETROIT CHAPTER: Chapter Scorecard

SUMMARY: Greater Detroit Chapter came up with a scorecard to address ongoing metrics of the chapter and to ease the CORE process. The scorecard was targeted to aid the board primarily in making decisions about how to run the chapter and ensure alignment with CORE requirements.

· Greater Detroit - SOS Submission Form

· Greater Detroit - Scorecard

YEAR: 2006


ANN ARBOR CHAPTER: Free Online Tool to House, Update, and Access Procedures to Transform Board Onboarding and Task Management

SUMMARY: The Ann Arbor Chapter found it lacked documented standard operating procedures for the chapter. The board members created a plan to establish documented processes and procedures. Using Airtable, they created a way to store the processes for easy access. The content is now easily accessible for training and onboarding new chapter leaders, thus shortening the length of new board members' training from six months to four weeks.

YEAR: 2020

BATON ROUGE CHAPTER: The Way We Were: Capturing and Archiving Your Chapter’s History

SUMMARY: The chapter has records dating back to 1998 that needed to be reviewed for archiving, indexing, and retention purposes. The chapter secretary undertook the task of reviewing the records, deciding what was necessary to keep, and devising a strategy for storage, indexing, naming, and searching purposes. A team was put in place to track down the chapter’s history and create a repository of records.

YEAR: 2018

DALLAS CHAPTER: Getting to the Summit Using Basecamp

SUMMARY: To provide an avenue for chapter volunteers to connect and provide transparency internally, the chapter volunteers adopted Basecamp. The platform allowed the volunteers to immediately communicate with one another, collaborate, offer resources and insights, and share documents. The barriers between the four core chapter areas began to dissolve, and documents previously stored elsewhere were moved over to the site to provide historical knowledge and transparency. Basecamp streamlined the chapter’s processes and evolved into a one-stop shop for locating information.

YEAR: 2018

KANSAS CITY CHAPTER: Using Trello to Collaborate With Programs

SUMMARY: The programming director used Trello, a web-based project management application, to manage chapter projects and events and to promote better communication and organization among board members and volunteers. All volunteers get access to each program so that they can find the information at the moment of need. Each event/program has its own plan in Trello, allowing for all information to be in one place and providing notifications if something is updated, added, or completed so that stakeholders know the status of a project in real time. The system allowed for better work flow, thus creating better programs for members and higher satisfaction among stakeholders.

YEAR: 2018

ROCKY MOUNTAIN CHAPTER: G Suite for Nonprofits

SUMMARY: To save about $170 monthly, the chapter moved board emails from GoDaddy to Google Suite (G Suite). A third party, Tech Soup, contacted the chapter to verify its nonprofit status on behalf of Google. Once the chapter was set up, it realized a full suite of free tools to use. The chapter has continued to discover more tools provided by G Suite it can use to manage chapter operations including forms, surveys, and other communication tools. The vice president of finance has started reviewing the chapter’s paid products and services to determine if there is a free or reduced price for nonprofits. The money saved will go back to the chapter through member initiatives.

YEAR: 2017

LOS ANGELES CHAPTER: Volunteer Tab in Wild Apricot

SUMMARY: The chapter created a “Volunteer Only” tab in Wild Apricot with subsections titled by each topic. The chapter implemented a system to designate who receives access to each section, and uploaded documents and historical information to each tab. This system compiles all resources and tools in one location and reduces email congestion and duplication of documents. At each meeting, the chapter shows documents from the volunteer tab instead of recreating PowerPoints.

YEAR: 2016

EASTERN PENNSYLVANIA CHAPTER: Knowledge Management

SUMMARY: The Eastern Pennsylvania Chapter’s Knowledge Management Initiative is designed to capture, document, organize, and publish the operational policies and procedures of the chapter. Standard operating procedures for each functional area and supporting area were created as an outcome of this process.

YEAR: 2007


FORT WORTH/MID-CITIES: Risk Assessment

The chapter was planning its first hybrid event during a time in Texas where COVID-19 cases were on the decline, and the state was lifting restrictions on gathering. Using the ATD chapter guidance on convening as a reference, the chapter worked with stakeholders to gather interest and ensure their event met all guidelines. The chapter limited the number of people at the in-person event to 15 attendees and required attendees to sign a waiver and wear masks. The chapter also kept a stash of spare masks on-site just in case. Working with the venue, the chapter identified areas that would require extra sanitation and found ways that venue employees and patrons could use the space with little risk of transmission. The chapter has successfully hosted three hybrid meetings since October 2020.

YEAR: 2021

DALLAS CHAPTER: Round Robin Risk Assessment

SUMMARY: The chapter adopted a round robin approach to conducting its risk assessment to increase board member engagement and mitigate risk. Changing the approach to its risk assessment allowed board members to share their thoughts about potential risks and collaboratively identify strategies for mitigating or eliminating these risks. These thoughts and strategies were incorporated into the final assessment, which was shared with all board members.

YEAR: 2019

SAN DIEGO CHAPTER: Risk Management

SUMMARY: The San Diego chapter created a form and process for comprehensively addressing the Chapter's risk management. This is easily adaptable for any chapter.

YEAR: 2011

Governing Documents

CHATTANOOGA AREA CHAPTER: CARE Update

SUMMARY: With the President-Elect as the designated board member responsible for CARE, the chapter dedicates time at each board meeting for a CARE update, a review of the CARE checklist, and any additional CARE items that require discussion. This practice recognizes CARE as a central part of the chapter’s business, and as a result, the chapter is on track to meet its goals.

YEAR: 2016

VALLEYS OF VIRGINIA CHAPTER: Recovery From Loss of Nonprofit Status

SUMMARY: After losing its tax-exempt status in 2010 for failure to file its taxes for three consecutive years, the chapter succeeded in reinstating this status with the IRS five years later. Through the process, the chapter learned the importance of transparency, documentation, and accurate financial reporting. With perseverance and diligence, the chapter’s 2014 and 2015 boards put the chapter back on the right track.

YEAR: 2016

FLORIDA SUNCOAST CHAPTER: Developing a Culture of Sharing our Success (SOS)

SUMMARY: The chapter has created a culture of SOS. The 2016 chapter President requested that each board member review the SOS submissions on td.org/sos and report back to the board on two to three SOS submissions that the chapter could implement. Both chapter leaders and chapter members have directly benefited as a result of implementing the various best practices from several SOS submissions

YEAR: 2016

EASTERN PENNSYLVANIA CHAPTER: Creatively Closing the Gap Between CORE and Chapter Operations

SUMMARY: To help chapter presidents and board officers understand their responsibility and develop their skills for ensuring that their chapter was CORE compliant the Eastern PA chapter developed tools for achieving chapter goals by embedding the CORE requirements into the annual plan.

YEAR: 2009

Standard Operating Procedures

SOUTH CAROLINA: Making VP of Finance “EZ”—SOP for Filing 990-N and 990-EZ Tax Returns

In 2019, The South Carolina Chapter’s income exceeded the limit to file a 990-N postcard. The chapter had never filed a 990-EZ, so the board created a standard operating procedure (SOP) as the vice president of finance went through the process to create a resource that can be passed down to future board members. The SOP saves the chapter the expense of an accountant to prepare the filing, and it expects to see a 75 percent (7.5 hours) reduction or more in the completion of future tax returns.

YEAR: 2021


NEBRASKA CHAPTER: Operations Manual

SUMMARY: The chapter created a manual to ensure that key details not included in the bylaws or chapter leader job descriptions would be passed on to future leaders. The manual allowed for consistent onboarding from year to year and served as a reference for the processes that impact chapter operations. Having the information in one central location increased board member satisfaction, ensured consistency through board transitions and onboarding, and created a one-stop shop for learning more about procedural details.

YEAR: 2018


EASTERN PENNSYLVANIA CHAPTER: VP of Technology Training Solution

SUMMARY: As a result of attending ALC 2015, in particular the session entitled, Your Technology Succession Plan, it became apparent that the vice president of technology role needed to have documented processes for knowledge sharing and succession. After conducting a needs assessment, the chapter’s vice president of technology developed a written training manual to capture the major processes that the role performs. This manual is part of a three-component solution, which also includes training with the outgoing vice president of technology during a transition and a recorded archive of the training for future reference. Now that this is in place, the current and future vice presidents of technology should be able to properly execute the role’s responsibilities.

YEAR: 2016