College, PA 16801
College, PA 16801
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.
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.
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.
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)
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.
Challenges involved in recruitment of board and committee members for
the Nittany Valley Chapter of the American Society for Training and
Difficulty with program development and membership growth and retention
without board and committee members in place
Lack of leadership could lead to the closing of the Nittany Valley
Lack of membership and program revenue could lead to the closing of the
Nittany Valley chapter.
Consultation with national chapter leader
Formation of Steering Committee
Recruitment and orientation of new general members, board and committee
Review of upcoming program content and program calendar for upcoming
Consideration of partnering with other local professional membership
Development of new marketing and promotions strategy for chapter events
and membership benefits
Appraisal of organizational charter to insure consistency of new plans
with established chapter guidelines
Assessment of transition of current board and steering committee
members to nee board and committee members
Final analysis of feasibility of probable chapter status
Listing of options for Nittany Valley chapter status
Meeting core requirements of chapter status
Meeting hiatus requirements of chapter status
Becoming a satellite chapter of another nearby chapter
Merging with another nearby chapter
5. Closing the chapter
Evaluation of options for Nittany Valley chapter
V. Recommendations and supporting research