Measuring Success

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NEW YORK CITY CHAPTER: Executive Mentor Board: Leveraging Senior Industry Leaders to Shape Chapter Strategy and Member Impact

NEW YORK CITY CHAPTER: Executive Mentor Board: Leveraging Senior Industry Leaders to Shape Chapter Strategy and Member Impact

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SUMMARY: The New York City Chapter established the Executive Mentor Board, an invitation-only advisory group of senior talent development leaders, to strengthen executive engagement, inform chapter strategy, and expand the chapter’s influence within the Greater New York City workforce community. Created to formalize previously informal relationships, the initiative provides executive mentors with defined roles in strategic planning, mentorship, programming, and partnership development, while maintaining a sustainable level of involvement. The Executive Mentor Board has elevated member programming, strengthened relationships with enterprise organizations, supported the launch of the Talent Leaders Collective, and increased opportunities for sponsorships and corporate partnerships. By intentionally engaging senior industry leaders as trusted advisors, the chapter created a scalable model that enhances strategic decision making, strengthens chapter credibility, and delivers greater value to members and the broader talent development community.

SUMMARY: The New York City Chapter established the Executive Mentor Board, an invitation-only advisory group of senior talent development leaders, to strengthen executive engagement, inform chapter strategy, and expand the chapter’s influence within the Greater New York City workforce community. Created to formalize previously informal relationships, the initiative provides executive mentors with defined roles in strategic planning, mentorship, programming, and partnership development, while maintaining a sustainable level of involvement. The Executive Mentor Board has elevated member programming, strengthened relationships with enterprise organizations, supported the launch of the Talent Leaders Collective, and increased opportunities for sponsorships and corporate partnerships. By intentionally engaging senior industry leaders as trusted advisors, the chapter created a scalable model that enhances strategic decision making, strengthens chapter credibility, and delivers greater value to members and the broader talent development community.

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YEAR: 2026

YEAR: 2026

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CHICAGOLAND CHAPTER: From Followers to Future Attendees: Using Chapter Data to Grow Engagement

CHICAGOLAND CHAPTER: From Followers to Future Attendees: Using Chapter Data to Grow Engagement

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SUMMARY : The Chicagoland Chapter developed an emerging analytics practice that integrates LinkedIn audience insights with WildApricot membership and event data to create a more comprehensive view of chapter engagement. By connecting previously siloed data points, the chapter gained deeper visibility into how individuals move from online interaction to event participation and ongoing involvement. This initiative established a repeatable, data-informed approach to identifying engagement gaps, strengthening outreach strategies, and supporting more informed, cross-functional decision making to drive sustained community growth.

SUMMARY: The Chicagoland Chapter developed an emerging analytics practice that integrates LinkedIn audience insights with WildApricot membership and event data to create a more comprehensive view of chapter engagement. By connecting previously siloed data points, the chapter gained deeper visibility into how individuals move from online interaction to event participation and ongoing involvement. This initiative established a repeatable, data-informed approach to identifying engagement gaps, strengthening outreach strategies, and supporting more informed, cross-functional decision making to drive sustained community growth.

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YEAR: 2026

YEAR: 2026

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CENTRAL INDIANA: Monitoring Chapter Health with Meaningful Metrics

CENTRAL INDIANA: Monitoring Chapter Health with Meaningful Metrics

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SUMMARY: The Central Indiana Chapter developed a comprehensive scorecard to monitor the chapter’s health through meaningful, data-driven metrics. The board identified key indicators of success for each area of operations, confirmed data sources, and collectively integrated these measures into a shared Google Sheets scorecard. This tool, reviewed monthly during board meetings, has shifted the chapter’s focus from routine operations to strategic, data-informed decision making. By tracking metrics such as membership growth, financial health, and programming engagement, ATD Central Indiana has improved its ability to measure impact, predict success, and align efforts with its long-term goals.

SUMMARY: The Central Indiana Chapter developed a comprehensive scorecard to monitor the chapter’s health through meaningful, data-driven metrics. The board identified key indicators of success for each area of operations, confirmed data sources, and collectively integrated these measures into a shared Google Sheets scorecard. This tool, reviewed monthly during board meetings, has shifted the chapter’s focus from routine operations to strategic, data-informed decision making. By tracking metrics such as membership growth, financial health, and programming engagement, ATD Central Indiana has improved its ability to measure impact, predict success, and align efforts with its long-term goals.

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YEAR: 2024

YEAR: 2024

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GREATER LAS VEGAS CHAPTER: Score Card

GREATER LAS VEGAS CHAPTER: Score Card

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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!

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!

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YEAR: 2018

YEAR: 2018

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GREATER DETROIT CHAPTER: Chapter Scorecard

GREATER DETROIT CHAPTER: Chapter Scorecard

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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.

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.

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YEAR: 2006

YEAR: 2006