1.1. The chapter’s mission, vision, and bylaws align with those of ATD. Additionally, the chapter meets the ATD brand identity guidelines.
The chapter’s definition of its purpose as well as its governing policies should align with those of ATD. Meeting the ATD brand guidelines protects brand integrity and creates a consistent and professional presentation of the ATD name and logo. When a brand is perceived as having consistent value and integrity, it makes it easier for the organization to gain and retain members and partners.
Recommendations on how to accomplish:
Review the chapter’s mission and vision to ensure its alignment to ATD.
Review the chapter’s bylaws on an as-needed basis and make changes as appropriate.
Ensure all chapter operations reflect the processes documented in the bylaws.
Ensure all communication, hard copy and electronic, conform to ATD’s brand (logo) identity guidelines. Chapters must use their chapter specific logo obtained from ATD in accordance with the instructions specified in ATD’s 2014 Logo & Graphic Standards for ATD Chapters.
1.2. The chapter maintains written position descriptions for elected chapter board members.
Written position descriptions ensure that chapter management responsibilities are fully covered. They explain to volunteer leaders what is expected of them and how each leader fits into the overall organization. Descriptions also underscore the importance of the chapter’s volunteer jobs and will encourage leaders to approach them more seriously and professionally.
Recommendations on how to accomplish:
Develop and provide position descriptions that clearly define roles and responsibilities for all elected leadership positions. Although optional, consider developing and providing position descriptions for appointed leadership positions as well.
Include all important tasks or responsibilities using input from people who have held the positions in the past, as well as the current office-holders.
Include a realistic estimate of the amount of time the function is expected to take each month in each position description.
Review position descriptions on an annual basis and update as needed.
1.3. The chapter members participate in the nomination and election of the chapter board.
The nomination and election process makes sure key management functions are covered, even if one board member is responsible for more than one function. Providing members the opportunity to nominate and elect their leaders builds members’ trust and ensures the board is truly representative of the membership. It also gives all members an opportunity to engage in chapter activities, including that of volunteering.
Recommendations on how to accomplish:
Review and follow your chapter's bylaws for procedures on election of chapter officers.
Use position descriptions when recruiting candidates.
Use a nominations committee to identify and recruit volunteer leaders.
Start the process early to allow sufficient time to identify candidates, announce the slate, allow members to vote, and publish the results.
1.4. The chapter creates an operational plan that includes but is not limited to: annual goals; communication/marketing strategy; recruitment/retention strategy; and succession planning strategy.
The chapter operational plan provides a framework for doing business effectively and managing resources efficiently. It states how the chapter will achieve outlined goals and objectives so that chapter activities are consistent and target member needs. It outlines how board members will share information with each other and with their stakeholders. By documenting recruitment/retention and succession planning strategies, chapter leaders are providing the framework needed for chapter growth and sustainability. The operational plan also provides a clear reference point to evaluate and redirect chapter efforts as needed.
Recommendations on how to accomplish:
Identify the objectives, tasks, and timelines associated with each annual goal and major strategy area based on member needs.
Annually review and update, if necessary, your operational plan to ensure it aligns with the chapter’s mission and/or vision.
Use the operational plan to identify how the chapter will address CARE elements throughout the year.
1.5 The chapter submits a current board roster in Excel format with CARE submission and updates ATD Chapter Services as changes occur.
Providing a current board roster as well as updates when changes occur helps build a connected ATD community. This allows for the dissemination of information about programs, initiatives, and resources to all chapter leaders. These volunteers can also connect with leaders of other chapters for networking and sharing ideas. Similarly, potential members and interested parties can more easily access the leaders in their own local area if contacting ATD for contact information.
Recommendations on how to accomplish:
Submit a current chapter board roster to ATD Chapter Services using the MS Excel board roster template available at www.td.org/CARE.
If any changes occur during the year, resubmit an updated MS Excel version directly to your chapter relations manager (CRM).
1.6. The chapter submits a current membership roster in Excel format to ATD Chapter Services with CARE submission.
Submitting a current membership roster helps ATD get an accurate picture of the size of the Association. Having this information enhances ATD’s ability to represent the entire membership (on the local, national, and international levels) to policy makers and advocate for regulations and legislation of interest to ATD members.
Recommendations on how to accomplish:
At the time of the chapter’s CARE submission, submit the current roster of members to ATD Chapter Services only in the MS Excel chapter membership roster template available at www.td.org/CARE. (Reminder, chapters participating in the Wild Apricot (WA) partnership program do not have to upload their current chapter membership roster. Chapter services can pull that for you if you have provided Natasha Porter, customer care specialist, with “Full Administrative Rights” access to your account (required for all chapters participating in the WA discount partnership program.)
Use Wild Apricot or an internal chapter resource to maintain the database roster.
Include the following membership information on your roster:
1.1. The chapter board meets at least once per quarter and makes meeting minutes available to members.
Board meetings are the time and place for chapter leaders to monitor the chapter’s financial situation, address chapter issues, agree upon solutions, communicate the status of ongoing projects, and develop future chapter leaders. Since the board makes legally binding decisions for the chapter, it is a good practice for leaders to share the results of these meetings with chapter members. This builds members’ trust and gives them an opportunity to engage in chapter activities, including volunteering.
Recommendations on how to accomplish: • Organize board meetings via these venues:
• in person (recommended)
• virtual (conference call, web conferencing, among other ways).
• Maximize meeting effectiveness by following standard meeting guidelines such as using an agenda, establishing timeframes, and encouraging contribution for instance.
• Capture minutes and share with members how meeting minutes can be accessed. Minutes may share key decisions and actions rather than detailed minutes of who said what.
1.8. The chapter board completes a risk management assessment.
A chapter can be at some degree of risk in the categories of people, reputation, finances, and safety. Reducing chapter liability and potential risks protects the chapter from costly lawsuits and safeguards the chapter’s assets and members. Therefore, conducting an annual risk assessment is an important component of the board’s fiduciary and management responsibilities.
Recommendations on how to accomplish:
Create and maintain a risk assessment plan.
Ensure safety by assessing potential risks associated with chapter activities and develop mitigating actions.
Make sure resources are protected from accidents, lawsuits, theft, loss, natural disasters, unplanned leadership turnover, etc.
Develop and maintain an emergency/contingency plan for your events, chapter operations, etc. and ensure that all chapter leaders have a copy of the plan with emergency contact information.
Periodically meet with the chapter’s insurance representative to discuss appropriate coverage.
Consider incorporating your chapter within your state to reduce individual board member liability, although this is not required.
Annually evaluate/review the chapter’s risk assessment plan and update accordingly. All board members should be notified of changes and either have a copy or know how to access a copy of the plan.
Annually review the chapter’s risk assessment plan with the board.
2.1. The chapter complies with federal and state reporting requirements.
According to the National Center for Nonprofit Boards, one of the 10 basic responsibilities of nonprofit boards is to manage the nonprofit organization’s resources effectively. Complying with federal and state financial reporting requirements protects the chapter from costly penalties and safeguards its tax exempt status. Thus, this is an important component of the board’s fiduciary responsibility. Compliance includes filing federal and/or state tax forms. State requirements for nonprofit organizations vary.
Recommendations on how to accomplish:
Apply for and obtain a 501(c)(3) tax exempt classification if your chapter is not already designated as one. It will exempt the chapter from most federal income taxes, and contributions made to the chapter will be tax deductible by the donor. An easy way to do this is to check with ATD whether the chapter is included in ATD's group exemption, which automatically grants 501(c)(3) status to participating chapters.
Apply for a unique Federal Identification Number, also known as an Employee Identification Number (EIN), if your chapter does not already have one. Your chapter relations manager can provide details on the application procedure.
Consult with your state’s department of taxation or revenue or a local CPA familiar with nonprofit tax issues to determine any tax filing and reporting requirements. All chapters are required to file either a 990‐N or a 990‐EZ/Form 990 with the IRS for each calendar year. Chapters that fail to file may lose their tax‐exempt status and will be dropped from ATD’s group tax exemption (if the chapter is currently participating in this option), and will be ineligible to be a part of this group in the future. Click here to access the 990-N. The 990-N or 990‐EZ/Form 990 is due every year by the 15th day of the 5th month after the close of the chapter’s tax year (for most chapters, usually May 15). Visit http://www.irs.gov/ for more information.
2.2. The chapter board develops and approves an annual operating budget and makes it available to members.
Preparing and managing a chapter operating budget helps leaders plan for and deliver products and services that meet member needs without exceeding the chapter’s financial resources. In addition to defining the year’s projected revenue and expenses, it provides leaders an ongoing tool to evaluate and redirect chapter efforts when necessary. It is also useful as a historical reference when planning the next year's activities. An annual operating budget should be developed regardless of a chapter’s size or income.
Recommendations on how to accomplish:
Develop a budget:
Assess the chapter's current financial position.
Review the chapter's goals and existing programs and services based on members’ needs.
Estimate revenue for the coming year.
Estimate expenses for the coming year.
Prepare budget worksheets for each program and administrative area.
Compile all program and administrative budgets into an overall annual chapter budget.
Have board approve final budget.
Publish final budget in chapter newsletter, member mailing, or make available to members electronically.
Review the budget at mid-year (recommended) and make adjustments as necessary. Establish a reserve account for unexpected expenses.
Submit a current balance sheet and income statement to ATD chapter services.
2.3. The chapter board ensures an annual internal or external financial review is completed by an individual or group not directly responsible for the management of the chapter’s finances.
Conducting an annual internal/external review verifies that established policies, procedures, and internal controls are being followed in the daily operations of the chapter. Reviews assure that collected monies, such as members’ dues, are accounted for and being used properly. It also confirms that the accounting records and financial statements are accurate and complete. Therefore, this is an important component of the board’s fiduciary responsibility.
Recommendations on how to accomplish:
Conduct internal and external reviews on an alternating basis.
Have an accountant or other financial manager perform the external review.
Have a member-based committee conduct the internal review, provided the members are not directly responsible for the chapter’s financial management.
3.1. The chapter board assesses its members’ needs and satisfaction levels at least once per year.
Measuring and using member needs and satisfaction data help leaders make informed decisions about programs, products, and services that will contribute to membership retention and growth. By collecting and reviewing this data annually in conjunction with the chapter’s current and planned efforts, leaders can evaluate effectiveness and potentially redirect efforts as necessary to meet members’ changing needs.
Recommendations on how to accomplish:
Define the objectives. (What will you do with the collected data?)
Identify the data you need to collect based on what you plan to use.
Choose the most appropriate method for collecting the data (e.g., electronic questionnaires like Survey Monkey, telephone interviews, program evaluations, focus groups, etc.).
Develop the questions for your data collection instrument.
Collect the data.
Analyze the data.
Prepare a final report.
Communicate findings to members.
Use data for annual plan goals and continuous improvement of member benefits and services.
3.2. The chapter achieves minimum joint chapter/ATD membership levels according to the following criteria and timeline: The chapter achieves by 12/31/19 a minimum of 20 chapter/ATD members (the original chapter chartering requirement) and 35 percent of the chapter’s membership. A 50 percent membership goal will be measured in the aggregate among all chapters. Please note that chapters should also achieve the ten joint membership activities. For information and supporting resources, visit www.td.org/care.
Having a substantial joint chapter/ATD membership promotes the growth and health of the talent development (TD) profession as well as the Association and chapters. According to ATD membership satisfaction surveys, joint members are more likely to renew their membership. These members tend to actively participate and contribute to their chapters.
Joint members tend to be the leaders in the TD occupation. These professionals recognize the benefit of having access to both local and international resources. As a result, they are more informed in their local and international industries. They bring their expanded knowledge to their organizations and in turn impact the employees, productivity, and their organization’s bottom line more significantly.
One of ATD’s strategies is to lead the TD profession. When there is greater joint chapter/ATD membership, there is better alignment within the Association. By working together, both ATD and chapters will be more successful in leading the profession.
Recommendations on how to accomplish:
Use and maximize the membership tools from ATD, especially “Power Member” resources available as www.td.org/jointmembership.
Use the ATD membership list to invite potential members to join the chapter. Offer incentives such as a trial chapter membership, voucher for a free meeting, discounted pricing to a workshop if combined with membership, etc., to ATD members.
Share benefits and encourage joint membership during chapter programs and in chapter communications. This could also include advertising ATD programs or giving out ATD brochures at chapter meetings.
Request your chapter’s joint membership percentage by contacting your CRM.
4.1. The chapter board members maintain joint chapter/ATD membership and participate in both annual chapter and ATD leadership development opportunities.
Leaders who are ATD members have a broader understanding of the Association and the industry. This “world view” helps them lead their chapter and serve their members more effectively.
Moreover, one reason members volunteer to serve their chapter is to develop their leadership skills. Providing annual leadership development opportunities helps volunteers obtain these competencies.
Recommendations on how to accomplish:
Encourage board members to take advantage of the discounted $179 membership rate for chapter board members. The chapter may consider subsidizing all or a portion of the membership fee.
Chapter leadership development opportunities may include:
Board orientation
Board retreats
Mentoring program
Leader transition meeting
Area conferences
Chapter peer-to-peer learning.
Take advantage of ATD leadership development opportunities such as:
4.2. The chapter provides at least six (6) professional development activities per year for members.
A primary reason for members to join ATD is to develop themselves professionally – to acquire new skills, understand industry trends, and connect with other professionals. Offering regularly scheduled educational programs and professional development events is one of the best ways to meet this member need.
Recommendations on how to accomplish:
Consider using any of the following development activities:
Chapter meeting
SIG (Special Interest Group) meeting
GIG (Geographic Interest Group) meeting
Conference or workshop
Networking event
Field visit to a corporate university, workplace, college campus, or vendor site
Public forum on training issues
Guest speaker or panel discussion
Joint program with another professional organization such as SHRM, ISPI, ODN.