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AITP Chapter Operations Manual (Part 1)
AITP Chapter Operations Manual (Part 1)
The heart of AITP lies in local chapters where members have the opportunity for informal but direct contact with their peers. Informal discussions and exchanges of ideas for the solution of common problems are major membership benefits that can be obtained in no other way.
There are more than 250 active chapters in AITP with the number of members within a chapter varying from 25-400, depending on the geographical location.
Each chapter elects its own officers, Board of Directors, Association director (to represent the chapter at the Region/Association level), committee chairs, committees, etc. The chapter organization section in this manual presents an overall view of the chapter and its position relative to AITP at the Region/Association level.
Extensive educational programs are carried on by local chapters through regular monthly meetings (usually featuring a talk by an industry expert), tours of EDP installations, audio-visual presentations, etc. It is the responsibility of each chapter to arrange the type of meeting most helpful to the career interest of the members. Considerable benefits should also be derived by the community from the services (seminars) and programs (trade shows) offered by the local chapter of AITP.
Responsibilities of The Chapter:
· Elect its officers and board
· Appoints or elects its association director
· Establishes committees
· Established its own bylaws and the amount of local dues
· Arranges its own meeting
· Develops its own plan and budget
Duties of Chapter Officers
Association Director
Chapter ADs make up the top policy forming and decision making body of the Association. They establish objectives, priorities, budget and other crucial guidelines that determine what this Association is now and will be tomorrow. Their role as liaison to the Region, the Association and the chapter is intended to assure AITP's success and growth. This position calls for an individual who is concerned, experienced and dedicated to the task.
Consistent quality performance by the AD is essential for your chapter to fully benefit from its affiliation with the Association. An AD who functions properly makes the resources of AITP available to chapter members and makes the resources, ideas and concerns of chapter members available to the Association and the Region. Therefore, a primary concern of your chapter should be the selection, support and performance of the AD.
Responsibilities to Association:
1. Attend and participate in the Association Board of Directors meetings and Association conference.
2. Support Association officers by communicating ideas and suggestions from the chapter.
3. Serve on an Association committee or chair an Association committee if asked.
4. Support the programs and activities generated by AITP through participation and encouragement of others in your chapter to participate.
5. Be totally informed on decisions that must be made when participating in discussions and voting on matters that affect everyone in the Association.
6. Represent the ideas and policies of AITP faithfully to your chapter and Region.
Responsibilities to Region:
1. Attend all Region meetings and the Region conferences and provide chapter reports.
2. Inform the Region of the activities and concerns of your chapter.
3. Participate in the development of ideas to help the Region serve the membership.
4. Serve as a committee chair or active committee member.
5. Be willing to serve the Region as one of its leaders.
6. Represent the ideas and policies of the Region faithfully to your chapter and the Association.
Responsibilities to Chapter:
1. Attend chapter Board of Directors meetings and membership meetings.
2. Inform the chapter leadership and membership continuously, of the activities of Region and Association. Provide a thorough written report to the chapter following each Region and Association meeting.
3. Keep the chapter informed of the resources available from the Association, Region and from other chapters.
4. Work closely with and share ideas with committee chair people in the chapter.
5. Stress chapter Outstanding Performance Award (COPA).
6. Represent the ideas, needs and desires of the chapter faithfully to the Region and Association.
7. Act as the "Devil's Advocate," helping chapter leaders see all sides of issues.
8. Work closely with chapter officers.
Responsibilities to Employer:
1. Make your employer aware of your responsibilities as Association director to insure support (i.e. time, phone, copying, travel).
2. Communicate to your employer the benefits both you and your employer will derive from your participation as an Association Director.
3. Keep your priorities and responsibilities to your employer and AITP in the proper perspective.
4. Utilize the knowledge and resources you gain as AD to better meet the needs of your employer.
President
1. Preside at all meetings.
2. Formulate the overall plans for the chapter year by meeting with all committee chairs and officers to discuss the programs and activities to be implemented and publish a strategic plan for the chapter.
3. Manage the activities of the other officers and chairs by writing a job description for each officer or committee chair outlining goals and objectives.
4. Preside in a firm, competent, tactful and just manner. The president must be neutral on all matters of discussion and must permit full discussion on any debatable matter. Once a decision is made by the leadership, president must see to it that the decision is carried out. The president opens and closes every meeting in a timely manner and sees that written minutes are published promptly.
5. Request written progress reports from each officer and committee chair at each monthly board meeting and react accordingly to assure the strategic plan is being carried out.
6. Attend monthly membership meetings, arriving early to assure everything is in readiness for the meeting. Be available to the entire membership by displaying enthusiasm and support for chapter activities. Acknowledge each speaker's appearance with a letter of thanks on behalf of the chapter.
7. Keep abreast of the IS profession to assure chapter activities and programs are on the right track.
8. Communicate on a regular basis with the Association, the Region president, Association AITP headquarters and other chapters.
9. Submit a written monthly progress report to the membership to keep them informed of chapter activities. An annual report evaluating the entire strategic plan should be done to help set the course of direction for the incoming leadership.
The president, with the approval of the Board, should appoint chairs of the following committees. The chairs will in turn select the necessary number of members to complete the committees.
Membership
Shall investigate applications for membership and recommend acceptance to the board. This committee is also responsible for bringing in new members and assuring renewal of current membership. This can be one committee or two (Acquisition and Retention).
Nomination
Shall prepare nominations for directors and officers. It should have at least five members.
Auditing
Shall audit the books of the Treasurer at year end.
Program
Shall make all arrangements for regular meetings.
Education
Shall establish programs for the education of the chapter.
Publicity
Shall assure that all monthly meetings and other chapter activities are publicized and sent to all members and other interested parties.
Bylaws
Shall review chapter Bylaws and make such recommendations as are necessary to keep Bylaws current and in accordance with Association Bylaws.
Vice president, executive vice president or president-elect
1. Performs all duties and responsibilities of the president in his/her absence.
2. Assists the president in the direction of all chapter affairs and other duties as the board or president may delegate.
3. Should act as ex-officio member of all committees.
4. May serve as a committee chairperson.
5. Should obtain a good working knowledge of chapter, Region and Association operations.
6. Attend president-elect training at region training meeting.
Secretary
1. Act as the recording and corresponding officer of the chapters.
2. Maintain all records relating to membership.
3. Order all membership chapter supplies.
4. Maintain a record of any property owned by the chapter and arrange required insurance.
5. Maintain historical file. All important records should be kept for minimum of one year (i.e. board meeting minutes).
6. Keep a file of all correspondence written by any director, officer or chair person.
7. Secure and arrange meetings facilities for the board.
8. Send a notice and agenda for board meeting.
9. Take minutes of each meeting and forward copies to each board member.
10. Pick up mail and distribute at least twice per week.
11. Perform other duties as may be assigned by the president.
Treasurer
1. Receive and disburse the funds of the chapter, keeping and preserving proper vouchers which shall be open to inspection by the Board and subject to audit.
2. Deposit funds of the chapter in such banks as may be approved by the board and shall disburse money only upon approved vouchers.
3. Shall submit a monthly financial report to the board and an annual report to the membership.
4. Obtain, in documented form, anticipated expenses of each board member for the year.
5. Present to the Board a proposed operating budget for the year at the first meeting of that year.
6. Witness the audit of the previous years' books.
7. Meet with the incumbent treasurer for detailed explanation of duties and procedures.
8. Shall obtain new signature cards from the bank to be signed and returned by the 15th of the 1st month.
9. Keep and distribute voucher forms for those in need of funds.
10. Report to the IRS if necessary and keep the following records safely.
A. Bank accounts
B. Book of minutes
C. Canceled checks
D. IRS exemption letter
E. Articles of incorporation
Budget and Planning Control
Budget Committee
A budget committee shall be appointed by the chapter president. Membership on this committee shall include at least one chapter Past-President, one member of the Education Committee and one member of the Membership Committee and the Treasurer. The president shall appoint the chair of this committee.
Audit
An audit of the chapter accounts must be completed each year for the prior year. It is recommended that one Past-President and two members-at-large serve as chapter Audit Committee with assistance of the Treasurer.
Chapter Reserve
Each chapter should attempt to build a reserve amount equal to the annual operating budget of the chapter. This fund can be in an interest bearing account or in Certificates as long as it does not exceed the annual operating budget. The Reserve Fund is used for chapter program deficits, other emergencies or as an income transition resource.
Contingencies
In preparation of the Budget, it is recommended that an amount of five to ten percent be designated as a contingency account to offset planning deficits.
Annual Conference
Each chapter is encouraged to provide funding for the chapter president and AD to attend the Annual Conference.
Sound Fiscal Management
Revenue Generation
Creative Ideas on Revenue Source:
Computer Exhibitions
Conferences
Seminars
Training Classes
Certification Programs
Raffles
PC Equipment
PC Software
Trips
Night on the Town
Auctions
Social Activities
Golf Tournaments
Softball Tournaments
Dances
Ice Cream Socials
Dinner Meetings
Investments
Cash Receipts/Disbursements
Schedule A Cash Receipts
1. Log in all income at the time it is received, giving the date and source. Special columns can be used for such income as dues, exhibits and luncheon fees and the last column for miscellaneous collections. Other headings can be inserted of needed. If additional space is needed to record collections, plain paper can be used and attached to Schedule A. Enter totals in Schedule A.
2. At the end of the month, total all columns. Add the total of each column to get your Total Receipts. This amount should equal the total of all your receipts made during the month.
Schedule B Cash Disbursements
Follow the same procedure as given in Schedule A (cash receipts). record the check number, date and payee. Additional columns are furnished for expenditures particular to your chapter.
Schedule C Treasurer's Report
1. The first item on the treasurer's report is the cash balance at the beginning of the month. This amount is brought forward from the preceding month and should agree with the checkbook balance.
2. Receipts - The amounts of the receipts are the totals brought forward from Schedule A.
3. Disbursements - The amounts of the disbursements are the totals brought forward from Schedule A.
4. (a) Subtract the Total Disbursements from Total Receipts, giving the excess receipts over disbursements. Add this amount to the beginning Cash Balance.
(b) If during the month, payments exceed collections, record this as a red figure.
5. The cash balance at the end of the month as stated on the Treasurer's Report for the listing and reporting of all outstanding dues.
Space has been provided at the bottom of the Treasurer's Report for the listing and reporting of all outstanding dues.
8.3 Chapter Committees
Awards Committee
The Awards Committee prepares and maintains historical records of chapter members. Maintaining these records on a periodic basis is vital.
Some of the duties of the Awards Committee are:
· Review the member's records with the Membership Committee who maintains member attendance and chapter activities participation on a membership report card.
· Maintain Individual Performance Award report forms on a current basis for all active members of the chapter.
· Submits all award records to the chapter Board of Directors for periodic review.
· When a member qualifies for the Individual Performance Award, the member's report is completed in final form and submitted to the chapter Board of Directors for approval and the necessary signatures. It is then forwarded to AITP headquarters for final approval and the issuance of an award.
· Prepares a plan of action to stimulate active participation in chapter activities for a review of the chapter Board of Directors.
· Reviews, evaluates and modifies, where necessary, the chapter's procedure for maintaining membership activity records.
· Coordinates and handles any special chapter awards as requested by the chapter president or the Board of Directors.
· Arranges for public presentation of all awards earned, The Individual Performance Award section of the Award Rules contain many helpful suggestions for efficient handling of chapter awards.
· Prepares a written report of the activities of the Awards Committee for the chapter's files to be turned over to the following year's committee.
· Prepares news releases on any and all chapter awards and forwards them to the Publicity Committee for distribution to the local news media.
Program Committee
Broadly defined, program planning involves the coordination and planning of all components of a meeting site selection, finance and budgeting, hotel arrangements, transportation, registration, etc. For the purpose of this chapter, however, program planning is discussed only in the context of education programs, speakers.
Successful management of these components requires good organizational skills and the ability to delegate. Therefore, working committees should be set up to handle and oversee each of these areas. You will need to supply each committee with some helpful tools. First, provide each with a working agenda that relates logical steps for planning each program, starting with a general overview of objectives and working towards more specific tasks and accomplishments. It is important, also, to clearly indicate any deadlines that the committees must meet.
Each committee should also be given a meeting resource guidebook, which includes all the background information, names, addresses and phone numbers of other committee members and of key supplier contacts, as well as meeting minutes, tentative programs and any relevant maps, diagrams, floor plans, previous contacts, etc. The meeting resource guidebook should be a working document in which material can easily be added or deleted.
With working agenda, clear deadlines and a meeting resource guidebook, committees will be able to function more productively in managing the details of educational sessions, speakers and meeting entertainment.
Educational Sessions
For most attendees, education is the principal reason for their participation in meetings and conventions. It behooves the meeting planner, therefore, to provide an educational program that meets the highest standards. The educational programs of each chapter vary to such a degree, however, that only the broad parameters of managing a meeting's educational content can be addressed here. For the sake of convenience, let us divide educational sessions into those that are linked to continuing education credits and those that are not.
Planning continuing education sessions generally involves carrying out these tasks: need assessment; program selection; accreditation/course approval; credit reporting systems; records processing; evaluation; and reviewing costs of producing and attending the sessions.
This process usually begins at least one year before the meeting. Because the requirement of continuing education programs are so specific, planners should consult with the ICCP staff for complete and accurate up-to-date information and procedures.
Educational sessions that are not linked to continuing education credits also require careful planning. Foremost, a needs assessment must be conducted to see what areas or topics members would like to have addressed at the seminars or sessions or meetings. This is most frequently done through a carefully designed questionnaire.
Program planning for both kinds of meeting sessions has many common denominators. Whether you are planning continuing education sessions or not, you should make every effort to ensure that the program as a whole includes a variety of presentation formats. All too often meetings are conducted in a straight-lecture format, in which a speaker stands at a podium and delivers his or her presentation to a passive audience. Though it is most common, the lecture format is very often not the most effective way to encourage participation and learning. Spice up programs by exposing attendees to a variety of presentations, such as round-table discussions, panels, breakout sessions, clinics, perhaps a "controversy" session that focuses on current areas of debate within the industry. Too much of any one format could be boring; consequently, sessions may not be well attended or remembered.
You should also give consideration to having presentations delivered with a variety of audio-visual aids overhead projectors, sound/film projectors, flip charts, computers, rear-screen projection, film strips that will help keep interest levels high.
Speakers
Few things do more damage to the credibility of your meeting than incompetent or inappropriate speakers. Your speaker needs will depend on the objectives of your program and the topics to be addressed. A good place for any organization to find speakers is other associations. Speakers who have done a professional job for other associations could do a good job for you, too. And you can easily obtain information on the speaker's fees and special requirements.
Here are other possible sources of information on speakers:
· The American Society of Association Executives (ASAE) maintains and publishes a list of qualified speakers who its members have used successfully. The list includes the speaker's name, address, fee and the subjects he or she speaks on.
· The Trade Show Bureau of New Canaan, Connecticut, recommends speakers in the trade show field.
· The International Platform Association, Cleveland Heights, Ohio and the National Speakers Association, Phoenix, Arizona consist of individuals in business and association management, as well as professional speakers.
· Government agencies and universities are good sources for speakers. If your program centers around the specialties of professionals from these fields, you can frequently get excellent speakers for very reasonable honoraria or fees.
· AITP Region/Association Speaker Bureaus provide an excellent source for program ideas and speakers.
· Other speaker bureaus also provide speakers. A speaker bureau may be one of several kinds: it may be any agency that deals only with celebrity personalities (fees of $8,000 or more); it may act as an agent for a number of speakers; or it may work on a non-exclusive basis, in which you tell the bureau your requirements and it tries to find a speaker match. Frequently this type of bureau will ask for authority to negotiate and contract the speaker for you.
· Toastmasters
Wherever you find your speakers, you will need to give them some key information about your meeting. You must tell him or her the tentative dates of the meeting; how long the presentation should be; whether it is scheduled for the morning or afternoon; something about your organization and its members; general guidelines for content; what you are offering in the way of an honorarium or fee; and what expenses you will pay.
Once a speaker has expressed interest in your program, you need to do some investigating:
Get the names of other groups your prospective speaker has addressed recently. Contact them for references and obtain a copy of his or her speech, if possible.
Ask the speaker for a tape or video of one of his or presentations.
If you cannot do it personally, have a board member sit in on a speaker's presentation to another group.
After a speaker has been selected, send a confirmation letter. The letter should include a mail-back form which, when signed, will constitute your letter of agreement with the speaker. This form should detail agreed-upon fees, any expenses covered, the topics to be covered, when and how long the presentation is scheduled to be, and the speaker's audiovisual requirements. The letter should give as much detail as possible on your meeting and members, including:
· Date, exact hours and site of presentation.
· General profile of your group--expected attendance, general age level and ratio of males and females, purpose and theme of meeting.
· Examples of other topics covered in meeting sessions.
· Layout of room he or she is scheduled to use.
· Wardrobe requirements other than normal business attire, such as tuxedo for a banquet.
· Detailed travel information, if you are supplying transportation.
· Detailed hotel accommodation information, if you are responsible for this.
If you plan to tape speakers’ presentations, ask permission. Some professional speakers object to taping, believing their presentations are a product and you are only buying one presentation.) You should also send speakers any advance material on the meeting and put their names on the mailing list for all promotional materials. This will give them a better feel for your group. You might also require from each speaker a photograph and a short biography for publicity purposes and for program notes. Ask speakers to send a copy of their speech two weeks prior to the meeting.
When working with non-professional speakers, send speakers a "tip-sheet." This is an informal and effective way of conveying some of the DOs and DON’Ts of presenting material.
A week before the meeting, send speakers a reminder about the meeting, including any significant information on program changes. If you have made their room reservations, give final details on accommodations and any travel arrangements you have made. Make sure to include a telephone number where you can be reached in case of last-minute emergencies. And if a speaker is to be seated at a head table, give him or her the names of the other VIP guests and information about them.
Other details to remember for speakers include:
· If a guest accompanies a speaker, both speaker and guest should have name badges.
· Consider having a fruit basket, fresh flowers, or bottle of wine set up in a speaker's room when he or she arrives.
· Arrange for airport pickup of speakers.
· Speaker introductions should be short and should indicate why the speaker is an expert on the topic. Limit your remarks to about three minutes.. You might want to clear your introduction beforehand with the speaker.
See checklists entitles "Guide to Conducting Chapter Programs" and "Program Planning" in the Checklist- Section 9.
Other Chapter Meeting Considerations
Room Settings
1. U-shaped: U-shaped configurations consist of rectangular tables that are 30 inches wide and four, six or eight feet long. The length depends on expected attendance as well as on the facility's inventory. As a rule, 24 inches of table space per person is required. Some groups need more space in order to spread out their papers. Table coverings for U-shaped set-ups should be draped to the floor in front of the middle segment of the U. The crease in the tablecloth should be centered and form a continuous line along the entire length of the table. Chairs are set up one foot away from the table for easier access. Ice water and glasses should be placed in the proper locations one tray with 10 glasses and a pitcher for every 16 people. When more than 60 people are expected, a water station with sufficient glasses and pitchers should be set up near the entrance. One ashtray for every six people should complete the setup in the smoking section, if any.
2. E-shaped: The same procedure should be followed as with the U-shaped configuration, but make sure there is a four-foot space between the backs of the chairs located inside the arms of the E, so people can get in and out easily.
3. T-shaped: Set up a six-foot-by-30-inch table, long enough to seat as you would at a head table, the expected number of people. Extending from the center of that table into the room, set up a double-width (60-inch) table as long as required.
4. Board of Directors: Arrange double-width (60 inch), six-foot-long tables large enough to accommodate your expected attendance. Allow at least 24 inches of space for each person.
5. Board of Directors, Oval: When these is no formal head chair or chairs, the arrangement is the same. In addition, however, place a 60-inch, half-round table on each end of the table and adjust the chairs so that there are two at the half-rounds but none at the extreme ends.
6. Hollow Square: This configuration is similar to the U-shaped, but the open end is closed; chairs are placed on the outside of the tables only. Tablecloths should be draped all the way to the floor on the inside of the square.
7. Horseshoe: Again, this setup resembles the U-shape, but the connection between the head table and the arms is made with one serpentine section in each location. The chairs should be spaced in one continuous line around the table.
8. Hollow Circular: This is almost identical to the horseshoe, except that the open ends are closed in with two or more six-foot tables place in a serpentine fashion. It is difficult to cover the tables in this type of configuration attractively. They should be covered on top around the serpentine. The inside curve of the serpentine can be covered by pinning a double piece of covering to the top cover to make it hang down straight to the floor.
9. Schoolroom: Most convention facilities have a supply of six-foot-by-18-inch tables best suited for this setup. They should be lined up in rows of two or three on either side of a good-sized center aisle. The distance between the rows, center to center, must be no less than 42 inches; if possible, allow for 44 to 46 inches. If space and attendance permit, provide 30 inches of table space per person. If 30-inch tables are used, the distance between the tables should be at least 30 inches. The front edge of the first attendee table should be six feet away from the front edge of the speaker's table. Long lines of tables must be spaced not less than 84 inches apart, center to center. This allows 30 inches for the table, 34 inches for the chairs and 20 inches for an aisle between the backs of the chairs. The aisles should also be six feet wide on both sides of the room, up and down, with a four-foot-wide cross aisle across the center of the room.
10. Schoolroom, Perpendicular: This setup entails long rows of tables perpendicular to the speaker's table, up and down the length of the room. For this purpose, 30-inch tables are best because the attendees will be seated on both sides. As the chairs will be turned somewhat toward the speaker's table, the table space allotted to each person should be at least 30 inches.
The front edge of the first attendee table should be six feet away from the front edge of the speaker's table. Long lines of tables must be spaced not less than 84 inches apart, center to center. This allows 30 inches for the table, 34 inches for the chairs and 20 inches for an aisle between the backs of the chairs. The aisles should also be six feet wide on both sides of the room, up and down, with a four-foot wide cross aisle across the center to the room.
11. Schoolroom, Inverted or V-shaped: This is similar to the conventional schoolroom configuration, but the tables should be tilted toward the speaker's table at a 30-degree angle. The advantage of this setup is that it enables members to participate in discussions with greater ease and comfort.
12. Round Tables: Round tables are used for facilitating small-group discussions and for making it easier and quicker to convert the meeting room into a dining room. They are lined up in rows with the distance between adjacent tables not less than nine feet, from the center points of each. The back of the chair closest to the head table, if any, should be 36 inches from the table.
Balanced Menus
Every food function should achieve a balance of flavors, textures, shapes and colors. Appetites are stimulated as much by the eye as by the nose and palate. Do not plan meals that overpower by being too rich, too spicy or too salty. Avoid using the same ingredients in two dishes during the same meal. If your main dish is chicken, poultry is out of the questions as an appetizer. Ask the chef not to flavor more than one dish with same herbs or spices.
To achieved balanced texture, do not repeat more than one unusual in the same meal; that means only one ground beef dish, one pastry wrapped dish, one pureed item and so on.
The possibilities for menus are almost limitless.
