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Administration

Best practices on chapter administration

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

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

SACRAMENTO CHAPTER: Creation of Volunteer Coordinator Position

SUMMARY: The chapter board asked one of its repeat volunteers to serve as volunteer coordinator. As the volunteer coordinator, the person is responsible for keeping a running list of volunteers, recruiting and organizing new volunteers, and sending thank you emails. The board created the new position and started introducing her at the monthly meetings. Since she has been in the position, she has become the face of the volunteer program and has added a personal touch that has gone a long way with the members. The position worked out so well that the person is now transitioning to a voting member of the board as the Director of Programs. Because of this effort, there has been an increase in volunteers, a steady rotation of volunteers, and an organized process in place. The membership is more engaged, and the chapter has gained more publicity.

YEAR: 2017

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

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

LOS ANGELES CHAPTER: Succession Planning Program

SUMMARY: The chapter developed a process to fill the role of manager for different committees working under a chapter officer with executive voting powers. All chapter volunteers were interviewed by a minimum of two chapter officers, including the president. Interviews were conducted by phone to assess skills and motivational fit. Selected candidates were then invited to the in-person board meeting to meet the rest of the board. For succession planning purposes, a manager can be promoted to director and a director to a vice president as the volunteer serves more terms on the board. This incentive educates and trains newer volunteers in a progressive manner, and recognizes those that continue their service on the board. The program has resulted in a targeted selection of volunteers that are ready to take on the responsibilities of their roles and better prepared to be successors.

YEAR: 2016

BAY COLONIES CHAPTER: VP Strategy Role for Past President

SUMMARY: The chapter identified a need to leverage the ATD experience in the chapter. A chapter leadership role was created to focus on onboarding and coaching new board members, identifying network and liaison opportunities with ATD, planning and facilitating the annual strategic planning effort, supporting the annual CARE submission, and ensuring that the mission, vision and values are upheld. The position is perfectly suited for a former past president, who is interested in continuing in a leadership role with the chapter.

YEAR: 2016

PIKES PEAK CHAPTER: Process for Sponsorship/Partnership

SUMMARY: The chapter designed and implemented a process to increase sponsorships and partnerships. The board felt that developing relationships within the community would lead to increased visibility in the community and enhance the chapter’s overall success. As a result of the chapter’s focus on these relationships, the chapter acquired three sponsors, seven partnerships, and $900 in financial gains.

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: Speak Easy - Taking the Pain out of the Speaker Selection Process

SUMMARY: The right speaker with the right content delivered the right way to an audience can measurably increase sales, performance, and customer satisfaction while simultaneously improving profits and expanding engagement. For this reason, the chapter created an online speaker proposal form that allowed the chapter to obtain all of the necessary information on a session to properly review, vet, and approve quality speakers. The form resulted in the first speaker who went through the process receiving exemplary marks on the post-meeting survey with a relevant and engaging topic that fell within The ATD Competency Model.

YEAR: 2016

NORTHEAST WISCONSIN CHAPTER: Changing Venues and Improving the Community

SUMMARY: The chapter moved its programming and board meeting venue from a local hotel to a local nonprofit organization, the Goodwill, in order to reduce its costs from approximately $4,000 to $1,000 per year. By reallocating these costs, the chapter is better positioned to achieve its 2016 focus of bringing its members more valuable learning programs with a strategic focus that involves both local and national talent. Additionally, the new location provides the community with an increased awareness of the Goodwill’s mission, and has resulted in members bringing items to donate to the chapter’s events.

YEAR: 2016

NORTHEAST WISCONSIN CHAPTER: Key Takeaway From Chapter Leader's Conference

SUMMARY: The chapter’s current president attended the ATD Chapter Leaders Conference (ALC) as president-elect with the goal of learning how other chapters operate. The chapter leader attended a session covering board structure, and learned about a specific chapter’s board that was comprised of VPs who had voting rights and non-voting, director-level positions who reported to board members. The chapter desired to focus more on membership, programs, and communication, but felt this was too much for the board to handle it on its own. By creating these new director positions, the chapter created new volunteer opportunities, developed a leadership pipeline, and reduced the workload of the chapter board.

YEAR: 2016

DETROIT CHAPTER: Strategic Plan Process

SUMMARY: The chapter developed and executed a strategic planning process. This process resulted in a completed strategic plan with four distinct and defined key result areas and corresponding goals, a membership communication piece, focus areas and goals for each Vice President, specific criteria and review processes of how the chapter is lead and meeting its mission statement.

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

UPSTATE SOUTH CAROLINA CHAPTER: Phenomenal Collaboration and Partnership Contributes to Community Workplace Development

SUMMARY: The University Center of Greenville (UCG), a chapter sponsor of the Upstate SC Chapter, provides chapter office space, equipment, plexi-glass signage, banner flags, and more as part of its partnership with the chapter.

YEAR: 2015

SOUTHEASTERN WISCONSIN CHAPTER: RFP Process for Association Management and Website Transition

SUMMARY: In an effort to improve member services, provide more self-service capabilities for its leaders, and reduce operational expenses, the chapter recruited a new association management company and launched an improved website with a member management system.

YEAR: 2014

NORTHEAST WISCONSIN CHAPTER: Going Green with Meeting Announcements

SUMMARY: The chapter moved from paper handouts detailing upcoming events, bios for members of the board, and important information available via the website to a rolling PowerPoint presentation.

YEAR: 2014

SOUTHEASTERN WISCONSIN CHAPTER: Chapter Dashboard

SUMMARY: The chapter desired to make their collected data actionable and make more evidence-based decision making. By identifying Key Performance Indicators, the chapter developed a dashboard that makes it easy for the board to track these items on a historical basis.

YEAR: 2014

METRO DC CHAPTER: New Director Orientation

SUMMARY: To address the challenge of having to onboard new board members in a relatively short time, the chapter developed a formal board orientation. The program helped ensure that all board directors received consistent messaging about the chapter culture, norms, expectations, and that they could sufficiently navigate within the chapter's critical software applications.

YEAR: 2014

KENTUCKIANA CHAPTER: Kentuckiana Chapter Rejuvenation

SUMMARY: With the chapter on the brink of collapse, the remaining chapter leaders went back to the basics of running a chapter by focusing on the elements in the CARE process to build a new foundation for the chapter and allowing chapter membership to grow exponentially.

YEAR: 2014

HOUSTON CHAPTER: Launching a Leadership Council

SUMMARY: The Houston Chapter created a leadership council consisting of senior leaders within the learning and development community, who work as advisors in setting strategy for the local chapter.

YEAR: 2014

NIAGARA FRONTIER CHAPTER: President's Meeting

SUMMARY: The chapter's president-elect, president, and immediate past president began meeting a few days prior to the chapter's board meeting to discuss the meeting agenda, chapter and board issues, and any additional items of importance to the chapter president. The informal meetings provide an opportunity for the past president to serve as consigliore to the president, and for the president-elect to acclimate to the role of president prior to taking office.

YEAR: 2014

GREATER CLEVELAND CHAPTER: One-For-All Business Cards

SUMMARY: The chapter created one business card to be used by all board members. The card includes the chapter's office and website information on the face of the card, and each of the board members' names, chapter emails, and phone numbers on the back.

YEAR: 2014

CENTRAL IOWA CHAPTER: CARE Calendar

SUMMARY: The chapter devised a calendar to focus on Chapter Operating Requirements (CORE) throughout the year and to simply the year-end submission process.

YEAR: 2013

LOS ANGELES CHAPTER: Use of Next Level Tool to Set 2013 Goals

SUMMARY: After operating for years with an informal infrastructure, the Los Angeles Chapter desired to function more like a business and build a solid foundation that would last for future leaders. To assist with strategic planning and 2013 goal setting, the chapter relied on the Next Level tool to identify the chapter's strengths and weaknesses and focus its efforts for the year.

YEAR: 2013

CENTRAL OHIO CHAPTER: Chapter Operating Procedure and Leadership Handbooks

SUMMARY: In an effort to decrease the learning curve when leaders step into new positions and to improve administrative continuity, the Central Ohio Chapter codified the chapter's operating procedures and respective board position responsibilities into a guidebook for easy reference.

YEAR: 2013

NEW YORK METRO CHAPTER: Succession Planning Process

SUMMARY: After facing repeated challenges filling critical board roles, the New York Metro Chapter took a proactive approach to its succession planning efforts by creating and implementing a process that focused on the early identification and development of future leaders.

YEAR: 2013

BATON ROUGE CHAPTER: Board Leader Onboarding Binder

SUMMARY: The Baton Rouge chapter leaders compiled a binder containing important local and national resources to facilitate the onboarding process and maintain the institutional knowledge between outgoing and incoming board members.

YEAR: 2013

GREATER CHATTANOOGA CHAPTER: Wild Apricot Certificate of Attendance

SUMMARY: The chapter received requests for proof of attendance at monthly meetings for attendees to demonstrate personal/professional growth to their employers. The chapter modified a Wild Apricot template to look like a certificate, which is emailed to all meeting attendees automatically after each event.

YEAR: 2013

MARYLAND CHAPTER: Leveraging Wild Apricot to Identify Volunteers

SUMMARY: The Maryland Chapter included a question on their membership application that asks new members if they are interested in being contacted about serving as a volunteer for the chapter. Using Wild Apricot, chapter leaders set up a query that quickly identified all members who answered “yes” so they could be followed up with immediately.

YEAR: 2012

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

CENTRAL IOWA CHAPTER: Chapter Leader Onboarding Blog

SUMMARY: The chapter leaders at the Central Iowa Chapter created a blog to onboard new board members. As a way to keep their institutional knowledge from being lost from year to year, the resources for new board members are now all available online via the blog.

YEAR: 2012

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

CENTRAL IOWA CHAPTER: Team Building

SUMMARY: This Central Iowa event was an opportunity for the entire board to learn about each other on a personal basis, meet the new board members, have fun, and learn a little more about the operational side of the board to jump start and energize all to get a head start with the 2011 year.

YEAR: 2011

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

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