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.
Central Florida - SOS Submission Form
Central Florida - Call For Nominations Email Template
Central Florida - Request for Nominations Email Template
Central Florida - Updated Bylaws with Election Process
Central Florida - Election Results Summary
YEAR: 2018
NEW YORK CITY CHAPTER: Interview Guides for Board Roles
SUMMARY: Through the development of interview guides, the chapter’s nominating committee was better able to focus on candidate interviews and evaluating responses rather than on the process. The guides provided a consistent way to accurately evaluate, compare, and select candidates to fill board roles. The compilation of all necessary documents in one packet helped to ensure consistency and reduced the time needed for interviewers to get up to speed.
New York City - SOS Submission Form
New York City - Interview Guide for Board Roles
YEAR: 2018
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.
Greater Boston - Chapter Operational Plan Submission Form
Greater Boston - Operational Plan
Greater Boston - Annual Report
Greater Boston - Nominations & Elections
Greater Boston - Call for Volunteers
YEAR: 2012
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.
Greater Detroit - SOS Submission Form
Greater Detroit - Annual Report
Greater Detroit - Administrative & Procedure Manual
YEAR: 2004
GREATER LAS VEGAS CHAPTER: Score Card
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!
YEAR: 2018
GREATER DETROIT CHAPTER: Chapter Scorecard
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.
YEAR: 2006
SOUTHEASTERN WISCONSIN CHAPTER: Developing an RFP Process to Select a Chapter Administrator
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.
YEAR: 2024
CENTRAL MASSACHUSETTS CHAPTER: Improved Chapter Workflow via Free Project Management Tool
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.
YEAR: 2024
SOUTH CAROLINA CHAPTER: Making VP of Finance “EZ”—SOP for Filing 990-N and 990-EZ 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.
YEAR: 2021
NEBRASKA CHAPTER: Operations Manual
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.
YEAR: 2018
EASTERN PENNSYLVANIA CHAPTER: VP of Technology Training Solution
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.
YEAR: 2016
HAWAII CHAPTER: Digitizing Records and Migrating to a Free Bookkeeping System
SUMMARY: After years of using paper records and a QuickBooks subscription, the Hawaii Chapter board undertook a financial overhaul during which it digitized chapter records and transitioned from QuickBooks to Wave, a free bookkeeping software. Migrating to a cloud-based system simplified the handoff between board members, while making financial records more accessible and increasing overall transparency within the board. Additionally, moving from a paid bookkeeping program to a free alternative resulted in annual cost savings for the chapter.
YEAR: 2024
ANN ARBOR CHAPTER: Free Online Tool to House, Update, and Access Procedures to Transform Board Onboarding and Task Management
SUMMARY: The Ann Arbor Chapter found it lacked documented standard operating procedures for the chapter. The board members created a plan to establish documented processes and procedures. Using Airtable, they created a way to store the processes for easy access. The content is now easily accessible for training and onboarding new chapter leaders, thus shortening the length of new board members' training from six months to four weeks.
YEAR: 2020
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.
Baton Rouge - SOS Submission Form
Baton Rouge - 2015 ALC Presentation
Baton Rouge - Information on Organizing Digital Files
Baton Rouge - Record Retention Guidelines
Baton Rouge - Record Keeping Principles
YEAR: 2018
DALLAS CHAPTER: Getting to the Summit Using Basecamp
SUMMARY: To provide an avenue for chapter volunteers to connect and provide transparency internally, the chapter volunteers adopted Basecamp. The platform allowed the volunteers to immediately communicate with one another, collaborate, offer resources and insights, and share documents. The barriers between the four core chapter areas began to dissolve, and documents previously stored elsewhere were moved over to the site to provide historical knowledge and transparency. Basecamp streamlined the chapter’s processes and evolved into a one-stop shop for locating information.
YEAR: 2018
KANSAS CITY CHAPTER: Using Trello to Collaborate With Programs
SUMMARY: The programming director used Trello, a web-based project management application, to manage chapter projects and events and to promote better communication and organization among board members and volunteers. All volunteers get access to each program so that they can find the information at the moment of need. Each event/program has its own plan in Trello, allowing for all information to be in one place and providing notifications if something is updated, added, or completed so that stakeholders know the status of a project in real time. The system allowed for better work flow, thus creating better programs for members and higher satisfaction among stakeholders.
YEAR: 2018
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
EASTERN PENNSYLVANIA CHAPTER: Knowledge Management
SUMMARY: The Eastern Pennsylvania Chapter’s Knowledge Management Initiative is designed to capture, document, organize, and publish the operational policies and procedures of the chapter. Standard operating procedures for each functional area and supporting area were created as an outcome of this process.
Eastern Pennsylvania - SOS Submission Form
Eastern Pennsylvania - Knowledge Management Sample
Eastern Pennsylvania - Knowledge Management Template
YEAR: 2007
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
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: 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
EASTERN PENNSYLVANIA CHAPTER: Creatively Closing the Gap Between CORE and Chapter Operations
SUMMARY: To help chapter presidents and board officers understand their responsibility and develop their skills for ensuring that their chapter was CORE compliant the Eastern PA chapter developed tools for achieving chapter goals by embedding the CORE requirements into the annual plan.
YEAR: 2009
FORT WORTH/MID-CITIES: Risk Assessment
The chapter was planning its first hybrid event during a time in Texas where COVID-19 cases were on the decline, and the state was lifting restrictions on gathering. Using the ATD chapter guidance on convening as a reference, the chapter worked with stakeholders to gather interest and ensure their event met all guidelines. The chapter limited the number of people at the in-person event to 15 attendees and required attendees to sign a waiver and wear masks. The chapter also kept a stash of spare masks on-site just in case. Working with the venue, the chapter identified areas that would require extra sanitation and found ways that venue employees and patrons could use the space with little risk of transmission. The chapter has successfully hosted three hybrid meetings since October 2020.
YEAR: 2021
DALLAS CHAPTER: Round Robin Risk Assessment
SUMMARY: The chapter adopted a round robin approach to conducting its risk assessment to increase board member engagement and mitigate risk. Changing the approach to its risk assessment allowed board members to share their thoughts about potential risks and collaboratively identify strategies for mitigating or eliminating these risks. These thoughts and strategies were incorporated into the final assessment, which was shared with all board members.
YEAR: 2019
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
