Chapter Leader Community (CLC)
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Financial Management

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


SUMMARY: Budgeting and finance seemed to be an area in which board members needed assistance in so the chapter created a simple tool that could be used as the basis for budgeting seminars, conferences, and other special events by the chapter.

YEAR: 2010

CENTRAL IOWA CHAPTER: Chapter Budget Planning

SUMMARY: The Central Iowa chapter developed tools to assist with both budget planning and monthly financial reporting – with both processes becoming more efficient as a result of this linkage.

YEAR: 2007

CENTRAL IOWA CHAPTER: Maximizing Chapter Finances

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

YEAR: 2006


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