SOS: Administrative Submissions
Administrative Finance Communication Membership Professional Development
CHAPTER ADMINISTRATOR:
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.
CORE: 1.8
YEAR: 2011
CENTRAL IOWA CHAPTER: Team Building
SUMMARY: This Central Iowa event was an opportunity for the entire board to learn about each other on a personal basis, meet the new board members, have fun, and learn a little more about the operational side of the board to jump start and energize all to get a head start with the 2011 year.
CORE: 1.7
YEAR: 2011
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.
CORE: 1.3
YEAR: 2004
EXECUTIVE:
FORT LAUDERDALE CHAPTER: Board Appreciation
SUMMARY: The chapter board invited all current and future board members to a board appreciation dinner. The group began with a 45 minute dinner where they discussed current goal. Following dinner they participated in different team building activities to focus on open communication and proper hand off of responsibilities.
CORE: 1.7
YEAR: 2010
AUSTIN CHAPTER: Digital Records
SUMMARY: In an effort to keep up with board and chapter documentation the chapter set-up a Google Documents account to store all chapter correspondence, documents, reports, copies of financial records, etc.
CORE: 1.1
YEAR: 2010
CENTRAL INDIANA: Board Development: Chapter Mission
SUMMARY: Through an interactive process as a board, the chapters use the majority of their 2010 Board retreat to update their mission and vision to reflect the current state of the chapter; they used this time to develop a set of values to support their ways of working together.
CORE: 1.1
YEAR: 2010
MIDDLE TENNESSEE: Board Succession Planning
SUMMARY: The chapter created a succession planning process to ensure a full slate of officers to facilitate chapter leadership. A nominating committee was formed to actively find prospects and recruit new leaders to the board. As a result, a successful election was held in November 2009 and recognition was given to the new officers at the December chapter meeting.
CORE: 1.4
YEAR: 2010
CENTRAL INDIANA: VP of Technology
SUMMARY: The chapter didn’t have a point person or someone that was in charge of their website and social media presence. Various board members were constantly updating the website which caused much confusion. To deal with this, the chapter created a new board position titled “VP of Technology.” The position serves a marketing role to recruit new members and to encourage current members to be more involved.
CORE: 1.2
YEAR: 2010
BATON ROUGE: Creating Binding Relationships through Formal Installation Ceremonies
SUMMARY: Effective January 2007, Baton Rouge chapter leaders were formally installed into their positions in a ceremony held before the membership. Chapter leaders vow to continually reference chapter bylaws, focus on and strive to achieve chapter goals, represent the chapter and the industry in the community, and abide by the ASTD Code of Ethics.
CORE: 1.3
YEAR: 2010
CENTRAL IOWA CHAPTER: Volunteer Management
SUMMARY: The chapter formed a committee that was made up of a group of members who wanted to get actively involved in the chapter. Their man need was to seek out members to get involved with the Networking Committee and become involved with the organization through volunteering.
CORE: 1.4
YEAR: 2009
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.
CORE: 1.4
YEAR: 2009
CENTRAL IOWA CHAPTER: VP of Strategic Parnerships
SUMMARY: The chapter needed to significantly improve their marketing efforts both internally and externally. They also needed to find ways to increase their income stream and to raise brand visibility. These needs grew because no existing board position was identified as being accountable to address them. This gave them the need to create the VP of Strategic Partnerships board position.
CORE: 1.2
YEAR: 2009
UPSTATE SOUTH CAROLINA CHAPTER: 2009 Board Development & CPLP Study Group
SUMMARY: The chapter identified a leadership development goal to conduct four half day sessions for board members and interested chapter members that focused on the 9 areas of expertise (AOEs) assessed in the CPLP certification. This proved to be a success for all participants regardless of whether or not they were pursing the CPLP certification.
CORE: 1.4
YEAR: 2009
CHATTANOOGA CHAPTER: CORE Board Position
SUMMARY: By establishing a position on our Board of Directors we increased awareness of all components to effectively operate the Chapter. We discuss how we are meeting the standards and share that information at monthly meetings, raising awareness of the professional association.
CORE: 1.2
YEAR: 2009
SACRAMENTO CHAPTER: New Volunteer Recruiting
SUMMARY: The Sacramento chapter posted ads on Volunteer Match, JobCrank.com, and LinkedIn. The chapter received over 10 responses and many of those qualified to interview for open associate positions. Associate positions are assistants to directors with the intention of progression into the director’s role the following chapter year.
CORE: 1.4
YEAR: 2009
SPRINGFIELD/BRANSON CHAPTER: Business Cards
SUMMARY: The Springfield/Branson chapter added meeting information (time, location, map, web URL) to back of Chapter Leadership business cards. On front of card, we added "Attend one meeting free with this card." This helped when talking to non-members by allowing one free meeting. Information on back of card provides all meeting information as well as Chapter web URL. This is used to attract new members.
CORE: 1.4
YEAR: 2009
EASTERN NORTH CAROLINA CHAPTER: Keeping Volunteers Engaged
SUMMARY: The Eastern North Carolina chapter developed a volunteer management process that included a volunteer survey and discussion points. This addressed the need for chapter leadership to grow, stay engaged, and complete volunteer roles without burnout.
CORE: 1.4
YEAR: 2009
CENTRAL NEW YORK CHAPTER: Back from the Brink
SUMMARY: This SOS describes how the Central New York Chapter recovered from near disillusionment, refocused, and became relevant to its community again.
CORE: 1.4
YEAR: 2008
CENTRAL NEW YORK CHAPTER: Media Relations
SUMMARY: This SOS discusses how the Central New York Chapter developed relationships with the local media for increased marketing and awareness of the organization and the industry.
CORE: 1.4
YEAR: 2008
DALLAS CHAPTER: Balanced Scorecard/Chapter Goals
SUMMARY: To fulfill the CORE requirement to have an annual plan, the Dallas Chapter established goals in categories including: customer, financial, process, and learning and growth, comprising a chapter scorecard. The goals were published in the newsletter at the beginning of the year and mid-year, and the scorecard was reviewed at each leadership meeting.
CORE: 1.4
YEAR: 2007
RIVER CITIES CHAPTER: Chapter on the Rise
SUMMARY: In December of 2008, the entire board of directors for River Cities Chapter changed. During a time of continuing decline in local ASTD participation, a new management team was born. Since then, meeting space was donated, time and resources for web development was volunteered, and personal donations were made to get the chapter up and running again. Membership has increased and program attendance is increasing each month.
CORE: 1.4
YEAR: 2008
EASTERN PENNSYLVANIA CHAPTER: Build and Maintain Your Board on Solid Foundations
SUMMARY: The Eastern Pennsylvania Chapter restructured the chapter board, developing new job Descriptions, leadership development as part of a yearly action plan, and a five year strategic plan.
CORE: 1.2
YEAR: 2006
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.
CORE: 1.4
YEAR: 2006
KANSAS CITY CHAPTER: Annual Awards Banquet: Automating the Process
SUMMARY: The Kansas City Chapter created a nomination and evaluation process for the annual Best Practice Awards that can be completed entirely via the web and email distribution. Automating the process resulted in an increased number of award nominations, additional committee members volunteering to evaluate nominations, and a time savings of approximately three hours per committee member.
CORE: 1.4
YEAR: 2007
STRATEGIC PLANNING:
BATON ROUGE CHAPTER: The President's Council
SUMMARY: The ASTDBR President's Council was established on to begin meaningful, ongoing consultation and strategy sessions for dual purposes: (1) to keep Past-Presidents involved in the Chapter as active members and (2) to utilize their knowledge and expertise of Chapter management and Chapter history in leadership roles to support the current President and Board.
CORE: 1.4
YEAR: 2009
BATON ROUGE CHAPTER: Leadership Succession Planning
SUMMARY: Over the past few years, the Baton Rouge chapter leaders have focused a great deal of attention on volunteer engagement which in turn grew the leadership pipeline. The Leadership Succession Planning Guide was created to assist chapter leadership with knowledge and commitment transfer.
CORE: 1.1
YEAR: 2009
PUGET SOUND CHAPTER: New Board Succession Management Process
SUMMARY: For several years interest in Board positions has not been strong enough to allow us to present a competitive slate of candidates to our members for a full-chapter vote. Targeted recruitment of our successors by Board members produced inconsistent results. This allowed us to create a new process we hoped would identify, recruit and fit potential candidates to open Board positions to more successfully meet chapter needs and individual skills and preferences.
CORE: 1.4
YEAR: 2009
SACRAMENTO CHAPTER: Chapter Five (5) Year Strategic Plan
SUMMARY: The Sacramento chapter employed a formal structure to identify core value propositions representing the chapter members and defined an action plan for the next five years. The chapter board formerly operated on lackluster long-range goals without the benefit of vetting through the membership or achievable objectives toward success.
CORE: 1.4
YEAR: 2009
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.
CORE: 1.4
YEAR: 2007
FORT LAUDERDALE CHAPTER: Strategic Planning
SUMMARY: This board retreat and strategic planning event allowed the new and existing board members to build relationships and identifying goals and initiatives for the coming year.
CORE: 1.7
YEAR: 2008
MID-NEW JERSEY CHAPTER: Chapter Program Communication Process
SUMMARY: The Mid-New Jersey Chapter created a Chapter Program Communication Process to enable its programming, communications, and program registration teams to work more effectively together in communicating upcoming program information to the chapter’s membership.
CORE: 1.4
YEAR: 2004
NEBRASKA CHAPTER: Running it like a Business
SUMMARY: ASTD is no longer just a training organization, but a business that strategically supports workplace learning across the globe. In this SOS, ASTD Nebraska describes how they spent the last three years developing strategic goals, realigning for financial commitment, and tapping into their volunteer base through long-term strategic planning to be able to provide a stronger organization.
CORE: 1.4
YEAR:
SAN DIEGO CHAPTER: Strategic Planning and Transitioning
SUMMARY: The San Diego chapter’s submission provides tools used for developing a solid strategic plan using the chapter’s planning model.
CORE: 1.4
YEAR: 2006
SOUTH CENTRAL WISCONSIN CHAPTER: ASTD-SCWC Extreme Makeover: Using Appreciative Inquiry for Strategic Planning
SUMMARY: The South Central Wisconsin Chapter developed a strategic planning effort that used appreciative inquiry to engage all members in planning future programs and services. Appreciative inquiry uses dialogue about positive past experiences in order to build wishes for the future, rather than focusing on problems that need to be solved. As a result, it is an extremely energizing process.
CORE: 1.4
YEAR: 2004
CASCADIA CHAPTER: Business Interruption Plan
SUMMARY: The Cascadia Chapter business interruption plan is designed to help the board continue chapter operations in the event of the non-functionality of the business manager.
CORE: 1.4
YEAR: 2008