Standard Operating Procedures

Standard Operating Procedures

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SOUTHEASTERN WISCONSIN CHAPTER: Developing an RFP Process to Select a Chapter Administrator

SOUTHEASTERN WISCONSIN CHAPTER: Developing an RFP Process to Select a Chapter Administrator

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SUMMARY: The Southeastern Wisconsin Chapter conducted a comprehensive review of its administrator vendor services to align with the chapter’s evolving needs while maximizing value and efficiency. This process included drafting service priorities, creating a Request for Proposal (RFP), conducting interviews and reference checks, evaluating potential vendors via an evaluation matrix, and ultimately selecting a vendor. As a result, the chapter improved administrative efficiency and fiscal compliance, while freeing up time for board members to focus on high-value tasks aligned with the chapter mission.

SUMMARY: The Southeastern Wisconsin Chapter conducted a comprehensive review of its administrator vendor services to align with the chapter’s evolving needs while maximizing value and efficiency. This process included drafting service priorities, creating a Request for Proposal (RFP), conducting interviews and reference checks, evaluating potential vendors via an evaluation matrix, and ultimately selecting a vendor. As a result, the chapter improved administrative efficiency and fiscal compliance, while freeing up time for board members to focus on high-value tasks aligned with the chapter mission.

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YEAR: 2024

YEAR: 2024

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CENTRAL MASSACHUSETTS CHAPTER: Improved Chapter Workflow via Free Project Management Tool

CENTRAL MASSACHUSETTS CHAPTER: Improved Chapter Workflow via Free Project Management Tool

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To better maintain operational continuity amid volunteer turnover, the Central Massachusetts Chapter implemented project management templates within the free project management tool Asana, aimed at streamlining workflows and standardizing key processes. By developing templates for various workstreams, such as communications, financial audits, and programming, the chapter improved operational efficiency and maintained consistency despite transitions in board membership. This initiative facilitated clearer documentation of standard operating procedures, enhanced collaboration among team members, and ultimately led to more organized and effective chapter operations.

To better maintain operational continuity amid volunteer turnover, the Central Massachusetts Chapter implemented project management templates within the free project management tool Asana, aimed at streamlining workflows and standardizing key processes. By developing templates for various workstreams, such as communications, financial audits, and programming, the chapter improved operational efficiency and maintained consistency despite transitions in board membership. This initiative facilitated clearer documentation of standard operating procedures, enhanced collaboration among team members, and ultimately led to more organized and effective chapter operations.

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YEAR: 2024

YEAR: 2024

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


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

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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.

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.

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YEAR: 2021

YEAR: 2021

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NEBRASKA CHAPTER: Operations Manual


NEBRASKA CHAPTER: Operations Manual

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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.

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.

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YEAR: 2018

YEAR: 2018

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EASTERN PENNSYLVANIA CHAPTER: VP of Technology Training Solution


EASTERN PENNSYLVANIA CHAPTER: VP of Technology Training Solution

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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.

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.

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YEAR: 2016

YEAR: 2016