Chapter Leader Community (CLC)
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Financial Management

SOUTHEASTERN WISCONSIN: Reporting Financial Health Through E-Newsletter to Members

Summary: The chapter makes its finances readily available to the board and chapter members to encourage more transparency and help the chapter understand the decisions being made. On a monthly basis the finance chair compiles a profit and loss statement that highlights the areas in green where the chapter is doing better than expected and in red to highlight the areas of concern. Following the chapter board’s review, the report is included in the chapter’s monthly e-newsletter, which shares insights into chapter operations with members.

Year: 2020

CENTRAL OHIO CHAPTER: Overhauling the VP of Finance Role for Financial Literacy

SUMMARY: By adopting targeted recruiting strategies for the VP of Finance position, the chapter identified a qualified candidate with dual backgrounds in finance and talent development. The new VP has improved the chapter’s financial reporting procedures to better align with standard accounting processes, which has both increased the board’s awareness of the chapter’s financial position and improved its ability to make decisions. Strengthening the chapter’s financial reporting processes supports the chapter’s financial stability and longevity while improving its ability to achieve strategic goals.

YEAR: 2019

BATON ROUGE CHAPTER: Integrated Payment Processes

SUMMARY: To improve the speed and efficiency of preparing the monthly financials, the chapter implemented Paymentech. The new financial processing system not only reduced the time to complete monthly financials, but provided a means for all financial systems to communicate electronically with one another, allowing for a simplified process of managing chapter financials and monthly reconciliations. Additionally, the implementation of Paymentech created an easier and more efficient way for members to access chapter services through a one-step login for registration and payment services. While chapter operations improved and board meeting preparation time decreased, members also benefited from the increased timeliness of charges and refunds when needed.

YEAR: 2018

BATON ROUGE CHAPTER: Monthly Financial Reporting

SUMMARY: The Baton Rouge Chapter created a process to summarize and report chapter financial activities monthly for better reporting at board meetings. The ability to easily gauge progress made on the annual budget is key to effective and responsible management of chapter financial resources. The format used allows the board to review an overview of the budget monthly, provides an easy to understand breakdown of income and expenses, and makes note of the original budget drafted at the beginning of the calendar year to support chapter initiatives. The easy-to-read financial report helps the board stay on budget, provides an increased awareness of the state of chapter funds, and helps the board make responsible and informed decisions.

YEAR: 2017

PUERTO RICO CHAPTER: Establishing an Operational Budget

SUMMARY: An operational budget was established to help set realistic programming goals and avoid unexpected financial crises. The excel template has categories that relate to CARE. This system created an easy process for chapter leaders to be able to create an annual report for the chapter website, which will provide transparency of chapter spending and comply with tax, audit, and financial review requirements.

YEAR: 2017

PITTSBURGH CHAPTER: Financial Audit Through Universities

SUMMARY: The chapter reached out to a local university MBA program to have graduate students conduct a financial audit of chapter records. The students went through all of the chapter’s receipts, bank records, credit card statements, etc. Under the supervision of their professor, an accountant, the students performed a review and presentation of their findings to the chapter’s board. Not only was the chapter able to achieve one of their goals at no cost to the chapter, but the students were excited to receive “real world” experience.

YEAR: 2016

NEBRASKA CHAPTER: Transparent Budget Reports

SUMMARY: The chapter board desired to increase its business acumen and develop solid, reputable business processes to govern the chapter. Prior to these reports, chapter budgeting was performed by copying the estimate from the previous year. For the 2015 budget, the board broke down chapter expenses into individual categories and added groupings for clarification. Having the board understand the financial aspects of running the chapter has increased awareness of the use of chapter funds and increased the ease in financial decision-making.

YEAR: 2015

ROCKY MOUNTAIN CHAPTER: Finding a VP Finance/Treasurer

SUMMARY: The chapter found it challenging to fill the role of VP Finance/Treasurer among its membership. As a result, the chapter contacted the local association of CPAs to find an experienced finance professional, who had experience supporting adult learning organizations, to sign on to the position. The chapter found that having a board member with deep financial knowledge and experience has enabled it to create better financial reporting allowing the chapter to not only maintain but build upon its stable financial foundation.

YEAR: 2014

PUGET SOUND CHAPTER: Chapter Financial Management

SUMMARY: The chapter shared best practices on how they successfully manage chapter finances and distribute that information to their board members. The chapter also addressed the importance of educating board members about prudent financial management.

YEAR: 2012


SUMMARY: The Cascadia Chapter put together a budget form that they use when planning all their events and meetings.

YEAR: 2012

CENTRAL IOWA CHAPTER: Maximizing Chapter Finances

SUMMARY: The Central Iowa Chapter developed a process to "put their reserves funds" to work.

YEAR: 2006


HAWKEYE CHAPTER: Building Value for Event Sponsors—Networking Triple Threat

SUMMARY: The Hawkeye Chapter desired to show the value of sponsorship for its two-day conference. The chapter created a multifaceted approach to networking that benefited the event sponsors and attendees. To start, attendees were given a conference gift of an empty clear container. Attendees were encouraged to visit sponsor tables and fill the container with candy and snacks located at the tables. Secondly, the chapter incorporated designated times during both days to have booth sponsors move through the participant tables to share a little bit about their organizations and answer questions. Finally, attendee ribbons were made available exclusively at sponsor tables, which encouraged attendee engagement with the sponsors. The three-pronged strategy made the networking between sponsors and attendees feel more approachable, fun, and engaging.

YEAR: 2020

KANSAS CITY CHAPTER: Sponsor Supported Regional Meetup at #ATD2019

SUMMARY: Leaders from the Kansas City chapter partnered with the Nebraska and St. Louis chapters to create an in-person opportunity to connect with members and prospective members at ATD 2019. The Midwest ATD Chapter Meetup was sponsored by SkillPath, who sponsored the Kansas City Chapter and ATD 2019. The event enabled ATD chapters to connect with current and prospective members, share the benefits of the Kansas City chapter’s strategic partnership, and further develop the relationships among ATD’s Midwest chapters.

YEAR: 2019

CENTRAL IOWA CHAPTER: Sponsorship Coffee Hour

SUMMARY: The Central Iowa Chapter Board wanted to gather potential sponsors in one location for a casual meet-and-greet. To align with the chapter’s networking culture, the chapter created a Sponsorship Coffee Hour to be attended by all board members. Through a review of past data, the chapter identified potential sponsors to include on the guest list for the event. The opportunity was also shared with chapter members to inquire if they were aware of potential sponsors that should be included. The board reviewed the chapter’s existing offerings and created a new sponsorship packet to provide to attendees. Through the coffee hour, the chapter secured a platinum-level sponsorship for its conference, an annual sponsorship, and it filled an open board position through one of the connections made at the event.

YEAR: 2018

CASCADIA CHAPTER: Conference Exhibitor Prework

SUMMARY: Working with UMU, the chapter developed a webpage that allowed visitors to review information about each of the vendors prior to the conference. The information included short product and service videos, examples of questions to ask the vendor, and who to contact. Providing vendors with a high-quality experience and a more productive interaction with conference participants led to validating the money exhibitors spent to participate. Out of 213 conference participants, 76 completed the raffle connected to the exhibitor site.

YEAR: 2018

METRO DC CHAPTER: Partnership Model

SUMMARY: The Metro DC Chapter created a partnership model that provides a framework to help the chapter become efficient and proactive at establishing partnerships and leveraging the chapter’s power to support its goals. The chapter also created a procedural document and agreement template that helped it quickly implement this model. As a result, the chapter has three confirmed partnerships and raised $6,000 in 2017 to support chapter goals.

YEAR: 2018

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

SOUTH FLORIDA CHAPTER: Conference Sponsorships

SUMMARY: In order to offer its members and the South Florida community a robust, full-day conference, the chapter found sponsorship revenue essential. The chapter formed an ad hoc committee to plan and coordinate the conference with a goal to break even. The committee used a “prospect list” that the chapter has maintained for several years, and divided the list to reach out to as many vendors and learning organizations as possible. With a goal of $6,000 in sponsorship revenue the chapter exceeded this goal by obtaining a record of 12 sponsors for $11,000, not including sponsors who donated AV equipment, promotional giveaways, and raffle prizes. Because the chapter surpassed its goal, it was able to spend more than budgeted to provide additional giveaways and speaker gifts while still making a profit of $5,000 on the event.

YEAR: 2016

CENTRAL OHIO CHAPTER: Annual WLP Conference Sponsorship Drive

SUMMARY: The Central Ohio Chapter put together an incentive program to increase volunteer engagement and sponsorships for their annual Workplace Learning Professionals conference. The multi-tiered incentive program provided the chapter with a mechanism to reward volunteers based on the number, and total amount, of sponsorships he or she was able to secure in advance of the conference.

YEAR: 2012


SUMMARY: The Greater Atlanta Chapter has increased sponsorship and advertising sales in support of its programs by outsourcing the sales portion of sponsorships to a specialized agency. This enables the chapter leaders to concentrate on delivering the service, branding, marketing for membership growth, and marketing programs for attendance. The salesperson works under the board’s supervision using approved materials. The contracted individual follows ATD branding guidelines and ensures the board approves everything first. Sales increased from $2,500 to $26,000.

YEAR: 2012

Record Keeping

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


SUMMARY: The Cascadia Chapter designed internal review templates to ensure that the internal financial review process is consistent and key financial issues are addressed in a timely manner to maintain a financially sound chapter.

YEAR: 2008