State College, PA 16801

 

November 16, 2000

 

Lorena Waselinko

109 Scott Building

State College, PA 16801

 

Dear Lorena,

 

This letter will update you on the progress I am making on my feasibility report. As you recall, my feasibility report addresses the challenges facing the local chapter of the ACMB Society. You will see that this report demonstrates my investigations of solutions to these challenges, namely, staffing our board and committee positions, and developing quality programs and membership growth and retention.

 

Purpose

 

The purpose of ACMB's current board of directors is to explore the options available to this chapter in terms of the chapter's operating status. Without a slate of individuals willing to take on the role of board members and committee members, the chapter is in jeopardy of closing. Discontinuing the chapter is but one option of several (See Appendix "A") that ACME's current board has to choose from. However, considerable progress has been made to insure that the chapter will survive. The feasibility report will show that by year's end, ACME will successfully complete its current program management status transition.

 

Accomplishments to Date

 

Since you granted permission for me to write a feasibility report on the problems facing ACME, several developments have taken place. As a member of ACME's board of directors, I have taken a proactive approach to finding solutions to the organization's problems.



The first task of the organization's current board members was to form a steering committee to oversee the management of the rest of the year's programs, membership development, and to recruit future board and committee members. I am pleased to report that eight people are participating on the steering committee, including five past presidents of ACME. With this type of experience and insight into the organization, the steering committee is well on its way to developing a new, highly focused strategic plan for the upcoming year. The steering committee is conducting an outreach program to contact people in the business community to raise awareness of the chapter's status, and to inform these professionals about the opportunities to serve as board and committee members for ACME.

 

My next action was taking part in the planning and hosting of an open house for students and faculty at the Pennsylvania State University. Over a dozen students and faculty of the workforce development division of the College of Education at Penn State came to this meeting. From that meeting, the steering committee collected the names of eight people who are interested in participating in the management of ACME. We also recruited several new members from attendees of the open house. This type of forum allowed the current board members to introduce themselves, describe the organization, and illustrate what roles these people would take if they participated as board or committee members of ACME.

 

My next completed project was a marketing campaign to increase the awareness of our local ACME chapter to State College residents who are ACME national members. While this campaign was not as successful as the open house for Penn State workforce development faculty and students, I am satisfied with the results of this campaign. We did not compromise any resources to complete the campaign in terms of time or money, and the campaign did not negatively impact other outreach campaigns that were launched.

 

Another accomplishment is the summation of surveys taken of ACME's members from this spring. These surveys will allow the steering committee to customize the strategic plan for the organization's next fiscal and program year. As I continue my research, I see that programming is becoming a focus of my feasibility report. Proper planning will lead to successful and profitable programs. This success will contribute a great deal to the survival and growth of the organization.

 

The steering committee has focused on quality program content for the fall quarter of this year. In October, ACME hosted a program featuring a representative from a state sponsored workforce improvement consortium. This program provided important information for the program attendants that had a twofold result. The consortium program sponsors training programs for local employers who face internal training challenges within their organizations. The program also highlighted the opportunity for program attendants who are independent training consultants. These consultants may be able to contract with the local employers who need some type of internal training. To summarize, this consortium provided ACME with a program that benefited both the training professionals who are looking to improve their in-house corporate training programs, and the consortium provided employment opportunities to the independent consultants in the audience. A local manufacturing business sponsored the program's luncheon, so all fees paid by the attendees were pure profit. While the profit margin on this program is important, what is even more vital is the program content; providing information that is beneficial to two very significant yet diverse ACME membership segments: in house trainers and independent consultants.  (Please see Appendix B)

Tasks to be Completed

 

As a member of ACME's steering committee, I will be extremely busy during the next month. As you can see from reviewing Appendix A, there are a number of issues that will be addressed. Some tasks are more critical than others; many of these issues are interdependent. Do we focus on program content that reaches a broader audience than our current member roster? Will this be to the detriment of our members, but to the benefit of our budget? Do we invest in advertising, and then raise our membership rates? Do we focus on more comprehensive programs, but have them less often than on a monthly basis?

 

Currently, our list of duties includes: finalizing the December program, reviewing our charter to insure that desired changes are in alignment with the charter; developing a calendar of events and programs for the new year; creating a marketing plan for the organization; and finalizing the slate of volunteers for board and committee positions. Once these tasks are completed, I will have a comprehensive strategic plan to present to the steering committee.

 

I hope this progress report illustrates that I have made a great deal of progress working with ACME's steering committee. Remaining focused on the deadline for the final feasibility report, I believe that this report will be a very useful tool for the steering committee, as well as the new board of directors of the Nittany Valley Chapter of the American Society for Training and Development.





I.            Introduction

 

A.            Problem Statement

1.     Challenges involved in recruitment of board and committee members for the Nittany Valley Chapter of the American Society for Training and Development

2.     Difficulty with program development and membership growth and retention without board and committee members in place

B.            Consequences

1.     Lack of leadership could lead to the closing of the Nittany Valley chapter

2.     Lack of membership and program revenue could lead to the closing of the Nittany Valley chapter.

 

II.            Methodology

A.            Consultation with national chapter leader

B.            Formation of Steering Committee

C.            Recruitment and orientation of new general members, board and committee members

D.            Review of upcoming program content and program calendar for upcoming year

E.            Consideration of partnering with other local professional membership organizations

F.            Development of new marketing and promotions strategy for chapter events and membership benefits

G.            Appraisal of organizational charter to insure consistency of new plans with established chapter guidelines

H.            Assessment of transition of current board and steering committee members to nee board and committee members

I.            Final analysis of feasibility of probable chapter status

III.   Criteria

                         A.            Listing of options for Nittany Valley chapter status

1.            Meeting core requirements of chapter status

2.            Meeting hiatus requirements of chapter status

3.            Becoming a satellite chapter of another nearby chapter

4.            Merging with another nearby chapter

5.            Closing the chapter

 

IV.            Evaluation of options for Nittany Valley chapter

 

V.            Recommendations and supporting research