ACC 2022 Leadership Training Workshop Digital Tools Booklet by The Writing Pad, LLC

ANNUAL LEADERSHIP TRAINING WORKSHOP

Keynote Speaker

Trina Nkhazi ABWA National President

JUNE 11, 2022 9 AM - 12 PM Theme: LEADING IN CHAOS: The ABWA Survival Guide

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Virginia Long AAC Chairmain

LEADERSHIP WORKSHOP

www.aacabwa.org

Delsonia Chappell AAC Vice Chairman

2022 AAC EXECUTIVE BOARD

VIRGINIA LONG CHAIRMAN

DELSONIA CHAPPELL VICE CHAIRMAN

PEG TAYLOR TAMIKO LEVERETTE FINANCIAL OFFICER COMMUNICATIONS OFFICER

ANNE O'NEILL PAACC ADVISOR

CAROLYN PARKS EX-OFFICIO

Decorations Donna Love

Committee Chairmen Leadership Workshop Saylia Hammonds & Dr. Deborah Johnson-Blake

Fundraising Co-Chairs Latonya Walker-Owen & Roshon Thomas

Program Michelle English

Hospitality Reva Johnson

Public Relations/FB Roshon Thomas

DVP Celebration Co-Chairs Evelene Key & Carolyn Parks

Sponsorship Lynn Anderson

Membership Vera Whatley

Professional Development/Website Carolyn Parks

Newsletter S. Diane White

PAACC/WOY Anne O'Neill

VIRTUAL LEADERSHIP TRAINING WORKSHOP AGENDA Location: Zoom Leading in Chaos: The ABWA Survival Guide June 11, 2022, 9 a.m. – 12 p.m. I. II. III.

Call to Order and Invocation – Virginia Long, 2022 AAC Chairman Pledge of Allegiance – Peg Taylor, AAC Financial Officer Welcome and Introduction of Chairman Virginia Long – Saylia Hammonds, Chair, Leadership Training Workshop

IV.

Introduction of AAC Executive Board, AAC WOTY, National Officers, PAACC, Ambassadors, ABW, Top Ten – Virginia Long, 2022 AAC Chairman

Workshop Overview, Housekeeping – Saylia Hammonds, Chair, Leadership Training Workshop

VI.

Introduction of Technical Advisors – Michelle English, President Douglas County Charter Chapter, AAC Member Chair, and Vonda Thorpe, Vice President Douglas County Charter Chapter

VII.

Main Session •

Icebreaker – Dr. Deborah Johnson-Blake, Co-Chair, Leadership Training Workshop

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Introduction of National President – Virginia Long, 2022 AAC Chairman

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Opening Keynote Speaker, Trina Nkhazi, ABWA National President Topic: Leading in Chaos

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ABWA: What you Should Know – Evelene Key, Presenter, DVP Celebration CoChair, President Pyramid Chapter, and Marlena Coggins, 2000 District I VP

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5-Minute Break: Share Your Story – Saylia Hammonds, Chair, Leadership Training Workshop

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Spin the Wheel: 2 prizes – Dr. Deborah Johnson-Blake, Co-Chair, Leadership Training Workshop

aacabwa.org

Concurrent Breakout Sessions •

President – Leading the Way – Dr. Sonja Ogletree-Satani, Presenter, 2018 National President, President Jessamine Chapter

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Vice President – Leading Operationally – Delsonia Chappell, AAC Vice-Chair, Presenter

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Treasurer – Managing Financials Responsibly – Anne O’Neill, Presenter, Immediate Past National Secretary-Treasurer, 2021/2022 PAACC/WOY Secretary Harris County Charter Chapter

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Secretary – Managing Administratively/Communication – Lynn Anderson, Presenter, AAC Sponsorship Chair

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Committees – Leading Collaboratively, Tamiko Leverette, Presenter, AAC Communications Chair, President Buckhead Professional Women’s Chapter

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Leading without a Title, Dorothy Steed, Presenter, 2020/2021 PAACC/WOY

Main Session •

10-Minute Break: Share Your Story – Saylia Hammonds, Chair, Leadership Training Workshop

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Spin the Wheel: 2 prizes – Dr. Deborah Johnson-Blake, Co-Chair, Leadership Training Workshop

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Panel Discussion – Rachelle Jamerson-Holmes, D1VP, and Videssa Woods, 2022 ABWA Steering Committee Rep – Topic: Chapter Management: The Journey to Best Practices – Peg Taylor, Moderator, AAC Financial Officer; Q&A

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Member/Chapter Recognition – Dr. Deborah Johnson-Blake, Co-Chair, Leadership Training Workshop

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Closing Remarks – Virginia Long, 2022 AAC Chairman

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Acknowledgments and Benediction – Saylia Hammonds, Chair, Leadership Training Workshop

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Adjourn

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Afterparty/Water Cooler Chit Chat

aacabwa.org

AAC WOMAN OF THE YEAR

VIRGINIA LONG

2022 AAC CHAIRMAN Airport Charter Chapter

Virginia joined the Airport Charter Chapter of ABWA (American Business Women’s Association) in November of 2010. She diligently supports the mission of ABWA and the vision of her chapter in helping women to help themselves and others grow personally and professionally. Since joining the Chapter, she has held leadership positions such as president, vice-president, secretary (two terms), treasurer (two terms), hospitality chairperson and membership chairperson. Virginia has also served as the Atlanta Area Council delegate, alternate delegate, hospitality Chairperson and Vice-Chairman. She is currently serving as the 2022 Chairman of the Atlanta Area Council. She has received the Protégé award, and APEX award and was honored as the 2016 Chapter Woman of the Year of Airport Charter Chapter.

SAYLIA HAMMONDS 2022 AAC Leadership Training Workshop Chair, 2018 AAC WOY, Pyramid Chapter

Virginia Long AAC Chairmain

As a 1979 Charter member of Pyramid Chapter, Saylia Hammonds brings to the table a wealth of experience and engagement in the American Business Women’s Association. As an Inner Circle Member she has encouraged other business and professional women to affiliate with this esteemed organization. For her accomplishments in Pyramid Chapter she is a past Woman of the Year for Atlanta Area Council. She has received APEX Achievement awards for professional development coursework. Leadership roles include serving as Recording Secretary, Vice President as well as President. Ms. Hammonds is a retired Atlanta Public Schools Marketing Education Teacher/Coordinator responsible for coordinating the Cooperative Program and the Academy of Travel and Tourism at Benjamin E. Mays HS.

DR. DEBORAH "DR. DJ" JOHNSON-BLAKE AAC 2022 Leadership Training Workshop Co-Chair, 2021 ABW, 2021 Top Ten, Douglas County Charter Chapter

Virginia Long Chairmain Pad,AAC LLC, a writing,

Dr. Deborah "Dr. DJ" Johnson-Blake is the CEO of The Writing editing, and consulting firm focusing on helping clients solve their writing and editing challenges. This tenacious and extroverted leader provides personal and professional development training and time management coaching. She is an award-winning assistant professor, dissertation research chair, and subject matter expert at Liberty University. She is honored to have been selected as the 2021 American Business Woman of the American Business Women's Association (ABWA) and a 2021 Top Ten Business Woman of ABWA. Currently, she serves as ABWA Ambassador Steering Committee Co-Rep, Leadership Workshop Co-Chair of the ABWA Atlanta Area Council, and a past president of the Douglas County Charter Chapter of ABWA. She is The Time Management Diva and best-selling author and her most recent book is titled, 52 Time Management H.A.C.K.S.

MICHELLE ENGLISH

AAC Program Chair President, Douglas County Charter Chapter, 2022 Top Ten Nominee Leadership Training Workshop Technical Advisor/Producer

Virginia Long AAC Chairmain

Michelle English, a native New Yorker, has been an entrepreneur most of her life. She started as a child selling candy to her friends at school. She got serious about her entrepreneurial journey eight years ago when she moved to Georgia. She is a travel specialist and owns her agency, On the Fly Vacations, and sister company, Whiskey, Wine, and Dine Tours. She's a certified Alaska expert, cruise, groups, and culinary travel expert. Having sailed on over 20 cruises, she enjoys spending time on the high seas. Michelle is also the owner of Wood and Wax Massage Oil Candles, all-natural candles made with soy wax, shea butter, and coconut oil.

VONDA THORPE

Vice President, Douglas County Charter Chapter, 2022 Chapter WOTY, 2022 June Leadership Training Workshop Technical Advisor/Producer

Virginia Long AAC Chairmain

Vonda Thorpe is an experienced business owner with a demonstrated history of Events Management. She is skilled in Sales, Business Networking, Performing Arts, and Artist Development. Vonda is the Founder of Royal Accents LLC an Event Management Company. They offer, technology set up, event planning sessions to include venue selection, décor, entertainment and more. She is an award-winning Visionary and faithful volunteer to many organizations in her community including serving as the 2021-2022 Vice President of ABWA-Douglas County Charter Chapter and its 2022 WOTY.

CAROLYN PARKS 2022 AAC Professional Development Chairman Ex-Officio & Immediate Past AAC Chairman, 2021 AAC WOY, 2011 ABW, 2018 President of the American Business Women’s Foundation, 2012 District I VP, 2011 American Business Woman, 2011 Top Ten, 2011 AAC Chair, AAC Website Management, Pyramid Chapter

Virginia Long AAC Chairmain

Carolyn has been a member of the American Business Women’s Association (ABWA) for over 35 years and currently serves as the Ex-Officio of the Atlanta Area Council of ABWA and mentor for several chapters striving for Best Practices. She was selected as the Atlanta Area Council 2021 Woman of the Year and serves as an advisor and Professional development chairman for the Pyramid Chapter of ABWA. In addition to holding numerous local and regional positions in the organization, Carolyn was selected as a Top Ten Business Woman of ABWA and named the 2011 American Business Woman. She has served on the ABWA National Board of Directors as District I VP, SBMEF Trustee and President of the American Business Women’s Foundation.

KEYNOTE SPEAKER TRINA NKHAZI

ABWA 2021-2022 National President, 2019-2020 National Vice President, 2011 Top Ten, Airport Charter Chapter

Virginia Long AAC Chairmain

Trina T. Nkhazi, MPA, PMP is a servant leader who leads with love. She is the current Program Manager for NCR Digital Banking Team and is excited to begin this new journey.. Trina Also served the City of Atlanta for over 15 years as the “first” in many strategic roles across City of Atlanta mission critical programs, evolving from serving as it’s first ethics reform analyst / program manager to it’s first enterprise governance & security program manager for citywide IT investments. Trina resides in Atlanta, Georgia with her husband of 20 years, Ali Nkhazi. They partner in the ownership of Najgraphics, LLC and several real estate ventures. She currently serves as the 2021-2022 National President of the Board of Directors for the American Business Women’s Association (ABWA) where she is most noted for providing excellent educational programs for women. Trina is a member of Alpha Kappa Alpha Sorority, Incorporated.

PRESENTER DELSONIA CHAPPELL

ABWA 2022 AAC VICE CHAIRMAN 2020 AAC WOY, Pyramid Chapter

Virginia Long AAC Chairmain

Delsonia “Dee” Chappell joined the American Business Women’s Association Pyramid Chapter 39 years ago. During this time, she has been recognized as ABWA Pyramid Chapter’s Woman of the Year 2011 and served two terms as President, Vice President, and various committee positions. She has also served in multiple chair positions for the Atlanta Area Council and was recognized as the 2020 Woman of the Year for the AAC. She is currently the ViceChair of ABWA Atlanta Area Council.

Vice President- “Leading Operationally in ABWA” Delsonia “Dee” Chappell ABWA AAC Vice Chair

ABWA - Pyramid Chapter

Welcome

Duties

V - Versatile I - Informed C- Connect E - Energize P - Prepare Practice R - Review E - Execute S - Script I - Improve D - Develop E - Encourage N - Navigate T - Team

Questions???

PRESENTER EVELENE KEY 2022 DVP Celebration Co-Chair 2018-2019 AAC Chair President Pyramid Chapter

Virginia Long AAC Chairmain

Evelene Key is a long-Time member of ABWA spanning 32 years. Her membership can be strongly defined as diverse and outstanding. A member of the Inner Circle she has recruited 35 members. Currently she is President of Pyramid Chapter ABWA. Recently she was re-elected for the 2022-2023 fiscal year. She has served in roles including Fundraising, Membership and Anniversary. Under her leadership the chapter has consistently received Best Practice Level 1, Level 2 and Striving Awards of Best Practices recognition. Evelene Key is the 2022 DVP Celebration Co-Chair and served as the 2018-2019 AAC Chair. Evelene was named as the Pyramid Chapter ABWA Woman of the Year in 2019.

PRESENTER MARLENA COGGINS 2000 District I VP, 2000 AAC WOY, 2009 Top Ten, 1986 AAC Chair, Golden Dome Chapter

Virginia Long AAC Chairmain

Marlene Coggins joined ABWA in 1980 and is a long-time member of ABWA. 1990 Candidate for ABWA Top Ten. She is a member of Golden Dome Chapter and an Inner Circle Member at the Pearl Level with 120 recruits. Notably, she has attended 40 National Conventions and 35 regional conferences. In 1990, she was a Candidate for ABWA Top Ten and the 2012 Apex Award. Initiated under the helm of Marlena as 1985 AAC Chairman, the annual June Officer Training and Leadership Workshop was developed. She viewed leadership training as a natural extension of the mission of ABWA. This event is designed to bring together chapters' executive board members and committee chairmen to share information and promote teamwork and unity within Chapters. The Leadership Workshop grew out of her vision and continued to grow every year drawing participation not just from metro Atlanta, but throughout the District. It has become the training ground for successful ABWA leaders and has served to strengthen members, chapters and express networks across the District.

PRESENTER DR. SONJA OGLETREESATANI

2018 ABWA National President 2021-2022 President, Jessamine Chapter 2016 Top Ten

Virginia Long AAC Chairmain

Dr. Sonja Ogletree Satani is an expert in the field of Organizational Leadership and currently serves as the 2021-2022 Chair of the I HOPE Women’s Business Center Advisory Board in Charleston, SC. She was featured in Forbes magazine as seen in June 16, 2014 issue spotlighting Southeast Women Business Leaders and the award winning Women In Business magazine of the American Business Women’s Association. Since founding Corporate Cycle Consulting, LLC in 2012, Dr. Ogletree Satani has been helping individuals and businesses improve their processes and operations and reach their desired strategic goals. Dr. Ogletree Satani served on the 2017-2018 National Board of Directors and Stephen Bufton Memorial Education Fund (SBMEF) Trustees for The American Business Women’s Association (ABWA) as the National President and is now serving as the 2019-2022 Chair of the South Carolina Area Council of ABWA. Dr. Ogletree Satani is also a 2016 ABWA Top Ten Business Woman and a member of Delta Sigma Theta Sorority, Incorporated.

Leading The Way Dr. Sonja Ogletree Satani

Dr. Sonja Ogletree Satani •

2017-2018 ABWA National President

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2016 ABWA Top 10 Business Woman

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2019-2022 South Carolina Area Council Chair of ABWA

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2013-2015, 2021-2023 Jessamine Chapter President

Top 10 Actions to Lead the Way in ABWA • P – Print and become familiar with the ABWA Bylaws, SBMEF, Robert Rules of Order, Best Practices, Member Interest Survey, GAP Analysis, & Annual Planning Resources

• R – Remember to use your resources and know how to access resources, recruit new members, and run for the National Board of Directors • E – Engage with members and the community and empower them to get involved

• S – Set the Example, Expectations, Vision, and Goals that aligns with ABWA Mission • I – Invest in Professional, Personal, and Leadership Development

• D – Decision Making and Delegation- to guide the team, improve the organization, devise solutions, reduce conflict, and establish trust • E – Encourage teamwork and communication and allow others to provide feedback

• N – Network with other members and leaders outside your chapter • T – Take the time to thank your board, your members, your volunteers and celebrate team accomplishments

• S – Share your ABWA Story

Questions ? ? ? Frequently Asked Questions How do I access documents such as brochures, invitations, annual planning, Bylaws, Best Practices, etc?

• Go to Community Connections – National Resources

Can I get a mentor to help me as a Chapter President? • Yes, contact Your District Vice President, an Ambassador, or National HQ

Should I attend and encourage members to attend, Just in Time Webinars, District VP Updates, Regional and National Conference? • YES!!! This is where you will learn, grow, and connect as well as improve your leadership, personal, and professional development.

What should I do to get members engaged? •

As a leader, it is important to know what your members are looking for, why they joined, and what will encourage them to stay.

•

Get members involved on committees, provide them speaking opportunities to

share their skills/expertise, allow them to practice and make mistakes in a supportive and safe environment as they build their confidence and trust. •

Help members to design their membership experience and take advantage of

the benefits ABWA has to offer. •

Share your ABWA story and encourage and empower members to do the same. These simple action steps will help to increase membership, retain members,

and grow your chapter!

Let’s Stay Connected! Dr. Sonja Ogletree Satani President & CEO Corporate Cycle Consulting, LLC Office: (843) 920-3222 Cell: (843) 696-7335 Fax: (803) 724-6760 Email: sonja@corporatecycleconsulting.com Website: https://corporatecycleconsulting.com Book an appointment: https://calendly.com/sosatani/meeting-withdr-sonja-ogletree-satani Dr. Sonja Ogletree Satani Network In Action – Franchisee Corporate Cycle Connections (843) 696-7335 https://www.networkinaction.com

PRESENTER ANNE O'NEILL 2019-2020 National SecretaryTreasurer, 2021/2022 PAACC/WOY Harris County Charter Chapter

Virginia Long AAC Chairmain

Anne O’Neill is a successful and talented businesswoman. She has 20+ years of experience in such industries as: Retail, Supply Chain, Logistics, Software and Hardware Development, Information Technology, System Analysis, and Management. She is currently employed as a Director, Provider Success for Modivcare, Inc., a technologyenabled healthcare services company. She manages a team responsible for customer satisfaction, the voice of the customer and implementation of non-emergency medical transportation applications nationwide. AAnne joined the American Business Women’s Association (ABWA) and Gwinnett Charter Chapter in October 2001. She has held many leadership positions within ABWA including: 2014 National Women’s Leadership Conference CoChair, 2014-2016 Ambassador Steering Committee Rep, 2009-2010 District 1 Vice President, as well as officer positions in her chapter and with the Atlanta Area Council. She was recognized as a 2017 and 2018 Top Ten Candidate and the 2022 Harris County Charter Chapter (HCCC) Woman of the Year. Anne is a primary member of the Harris County Charter Chapter in Cataula, Georgia and a secondary member of the Heart of the Piedmont in Greensboro, North Carolina. Anne served an unprecedented 2-year term as the 2019-2021 ABWA National Secretary/Treasurer. She is the current Harris County Charter Chapter Secretary, and the incoming Vice-President of the Heart of the Piedmont Chapter.

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Role of the Treasurer Atlanta Area Council: Leadership Workshop June 11, 2022

Presented by: Anne O’Neill

Treasurer’s Role • Responsible for all League money • Custodian of the financial records • League advisor regarding finances and budget

Treasurer Responsibilities

Treasurer’s Responsibilities • Attend monthly Executive Board Meetings • Collect deposits and issue receipts for all League monies • Disburse money by check countersigned by the President or Vice President • Match bank statement with League records • Present a monthly financial report to the League • Administer operating account(s) of the League, keeping itemized records in a permanent file for all receipts and expenditures which should be retained for seven (7) years

Treasurer’s Responsibilities • Submit financial reports to the Executive Board monthly • Prepare income statements and reports for accounts, receivable, accounts payable and bank balance monthly. • Submit financial records to the members of the Executive Board for an audit before the end of her term or at any time upon the request of the membership and/or Executive Board. • Post monthly treasurer’s report on Community Connections • Post approved budget on Community Connections

Responsibilities Related to Association Standards

Maintain Association Standards • Strive to achieve Best Practices in League Management • Maintain compliance with ABWA’s National, league, and Council Bylaws, rules, policies, procedures, and Proud Code of Conduct • Be a member in good standing throughout the term • Ensure that all members serving on the Executive Board remain in good standing • Ensure the filing of the league’s 990-N on or before December 15th annually

Annual Planning Responsibilities

Responsibilities During Annual Planning • Collaborate with the Executive Board and membership to evaluate the league’s current level of performance (membership retention and recruitment, financial, etc.). • Collaborate with the Executive Board and committee chairs in the development of an annual plan, budget, and standing rules. • Download and review Association bylaws. • Prepare and submit a proposed budget to the Executive Board prior to presenting to the membership. • Establish and document policies and processes for retaining financial records.

Best Practices in League Financial Management

Collect and Disburse Money • Collect money at monthly meetings and special events • Make timely deposits of all monies(with in 48 ) • Pay bills timely • Require a check reimbursement form for disbursements • Transfer monies between accounts, when appropriate • Reconcile bank statements to ensure accuracy

Cash Procedures • Always have at least two people present when counting cash. Each completes a cash count worksheet and ensure that they agree. Sheets should be signed by the individual(s) who prepared the sheet. • Always count money immediately after the event and deposit it in the bank immediately. If money cannot be counted immediately, it should be stored in a safe or lockbox overnight. • If possible, separate the components of cash handling – collecting, depositing, and reconciling – so that one person does not have control of the whole process.

Co-Signer Responsibilities • Any check you sign must have the date, payee, and amount filled in • You must have the original bill or receipt with the name of the seller and the amount which should match the check • You need to know if this is an approved expenditure –refer to the budget or executive board meeting minutes

Bank Account • Financial responsibility rests with the entire board not just the Treasurer • If the bank sends multiple statements, have one sent to the President as well as the Treasurer • Never accept photocopies of a bank statement • Make sure you get copies of all account statements • Make sure to validate the check images online for any checks written • Initial and date the bank statements and reconciliations

Financial Statements • Monthly provide League with summary of financial activities • Maintain comparison of actual receipts and expenditures to budgeted amounts • Advise Executive Board of actual to budget status • Submit financial records for audit at any time during term upon request of the Executive Board • Have books ready for audit at end of term

Treasurer’s Report • Provided to the executive board at the monthly meeting • Show income and expenses for the period and compares them to the approved budget • Bank account balances should also be shown • Accompanied by the bank statements checked by someone other than the treasurer

Audit • Conduct a formal audit at least once per year or when there is a change in control of the financial records • Audits can be performed at the Executive Board’s request if needed • Good recording keeping is key to a successful audit

PRESENTER LYNN ANDERSON

2022 AAC Sponsorship Committee Chair Buckhead Professional Women's Chapter

Virginia Long AAC Chairmain

Ms. Anderson leverages her 35-years of work experience gained in the military, government, and in the corporate consulting environment to lead Neri Capitals Healthcare and Technology Services market. Ms. Anderson uses her extensive leadership and business experience gained at Ernst & Young and Capgemini to provide small business leaders a framework, strategy and the tools to effectively manage, grow, expand and exit their businesses. Lynn has been a member of ABWA since 1990 where she joined the association while serving in the Air Force at Pope AFB in North Carolina. She has served numerous times as secretary for her chapters as well as the Atlanta Area Council. She has also served on numerous committees in roles for education, fund raising, new member recruiting, and as chapter Vice Chair and Chair positions.

I’ve Been Elected As Secretary for My Chapter – Now What? 1

Agenda

What Does a Chapter Secretary Do? • • • • • •

Overview of Secretary Responsibilities Essential Duties League Duties Annual Planning Duties Monthly Meeting Duties Questions

Secretary Responsibilities The Secretary is responsible for transcribing Chapter and Board meeting minutes and any official Chapter correspondence according to your Chapter By-Laws. • Assist Vice President in her hostess duties and organizing and promoting membership campaigns and membership recruitment. • If the Treasurer position becomes vacant, she will also fulfill the duties of the Treasurer until such time, by a majority vote, the Executive Board appoints another member to serve in the vacant position until the end of the term.

Secretary Responsibilities - Essential Essential Duties: • Attend monthly Executive Board meetings • Prepare and distribute written summary of activities/issues/progress on goals to the Executive Board • Mail officer election report, web site hosting/listing documents and the names/positions of members appointed as committee chairs to ABWA National. • Conduct general correspondence for the Chapter and share correspondence with the membership • Report changes in officers, committee chairs, web site URL, and meeting venue by email to ABWA National at webmail@abwa.org • Ensure the filing of their league’s 990-N on or before the filing deadline by Wednesday, December 15, 2021 • Preside at Chapter meetings in the absence of the President and the Vice President. • Ensure the strength and vitality of the league by engaging in initiatives that will positively impact new member growth and membership retention • Memorialize each regular monthly, business and board meeting and maintain a permanent file of all meeting minutes and records for the Chapter.

Secretary Responsibilities – Overall Other League Responsibilities: • Ensure that all members serving on the Executive Board and/or as Committee Chairs remain in good standing (i.e., local and national dues are current) throughout their term. • Be knowledgeable about and maintain compliance with the Association’s Bylaws (National and Chapter), rules, policies, procedures, Proud Code of Conduct and Core Values. • Maintain compliance with the Chapter’s Standing Rules, Association Bylaws, Policies and Procedures.  Champion the Association’s brand standards by maintaining compliance with the use of ABWA’s intellectual property including; member lists, copyrighted materials and trademarks as outlined in the Brand Guide. • Actively recruit new members and encourage the Chapter’s membership to recruit/sponsor new members during the Fall/Spring Membership Campaigns. • Participate in at least one Just in Time web event hosted by ABWA National, and share with the Chapter members. • Attend at least one nationally sponsored event (regional or national conference) during her term.

Secretary Responsibilities – Annual Planning Duties Related to Annual Planning: • Download and review the Association’s informational guides and resources in preparation for the planning session with the Executive Board (e.g., Member Interest Survey, Plan Guide, budget template, GAP Analysis, Best Practices Guide, etc.) from the National Resources in Community Connections. • Collaborate with the Executive Board to develop an annual plan, goals, action items and budget to be presented to the membership in the first quarter of the Award Year (August-October) • Collaborate with the Executive Board to amend Standing Rules to be presented to the membership for approval in the first quarter of the Award Year (August-October) • Support the Membership Committee (a Standing Committee) in defining recruitment goals and the recruitment event to be orchestrated by the committee • Serve as a sponsor for other Standing Committees and/or Special Committees as needed. • Upload approved Plan, Budget and Standing Rules to the league’s resources in Community Connections.

Secretary Responsibilities – Monthly Meeting Duties Related to Monthly Meeting: • Record the minutes of all meetings of the Chapter and its Executive Board. Note: The minutes should also include the names of the members in attendance.  NOTE: It’s essential to take good meeting minutes since absent members need to be informed of actions taken at the meeting. Required/necessary items that are always included: outcome of votes, any decisions made, activity outcomes, attendance, and key information members not present should know about. • Complete a Meeting Summary Document for each scheduled regular monthly meeting • Obtain approval of meeting minutes from the Executive Board before publishing them to the membership. • Report the name(s) of deceased members or deactivated members to ABWA National via webmail@abwa.org. • Report status changes for officers or committee chairs in writing to ABWA National via webmail@abwa.org. • Promote nationally sponsored events and benefits (e.g., the Achieve Newsletter, complimentary Apex Courses, Career Connections job board, District Facebook page, Summer Solstice Series, etc.) to league members. • Upload all league documents to your abwa.org “My Chapter” Resource Page (under Discussion Group Area) 7

Questions:

1. Which is NOT a responsibility of the League Secretary A. Attend at least one Just in Time Seminar B. Attend at least one National Sponsored Event C. Coordinate with venue representative to reserve a monthly meeting space when hosting an in-person Chapter event D. Record meeting minutes to include attendees at the meeting and upload to your Chapters Discussion Group E. Ensure the filing of their league’s 990-N by Dec 15th

Questions:

2. What should the secretary keep track of: A. Who attends the Just in Time Seminars B. That all members serving on the Executive Board and/or as Committee Chairs remain in good standing (i.e., local and national dues are current) throughout their term C. That their league’s 990-N is filed by Apr 15th D. That all the board members attend each league monthly meeting

Lynn Anderson Principal – Neri Capital Partners

Contact Information: Lynn Anderson Principal, Neri Capital Partners landerson@nericap.com Office (800) 216-4819 x706 Mobile (404) 931-5103 LinkedIn: https://www.linkedin.com/in/lynn-eanderson/

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PRESENTER TAMIKO LEVERETTE

2022 AAC Communications Officer President, Buckhead Professional Women's Chapter, 2013 Top Ten

Virginia Long AAC Chairmain

Tamiko is the principal owner of Leverette Consulting Group LLC. She has over 20 years experience with a Masters in Business Management. She launched Levererette Consulting Group in 2009, with the goal to help nonprofit organizations better serve their communities with the information to enhance their business practices and remain sustainable. After joining American Business Women’s’ Association in 2007 and actively engaging in the mission, Tamiko was selected in 2013 as one of their national Top Ten business women. Leverette served as the 2019 Vice Chair of the Atlanta Area Council of ABWA and Area Director C34 Buckhead of Toastmasters International. She is the President Buckhead Professional Women’s Chapter of ABWA.

PRESENTER DOROTHY STEED

2020/21 PAACC/WOY, 2007 AAC chair

Virginia Long AAC Chairmain

Dorothy Steed has 43 years of experience in both hospital and physician billing, coding, reimbursement and claims management, specializing in Medicare requirements. She is credentialed in Medical Coding, Compliance, Utilization Management, Utilization Review, Medical Auditing, Clinical Documentation Improvement , Revenue Cycle and Patient Accounts. She holds specialty credentials in Evaluation and Management & Medical Auditing and Radiology Coding and has provided training workshops in all of these areas.

MODERATOR PEG TAYLOR

2022 AAC Financial Officer Douglas County Charter Chapter

Virginia Long AAC Chairmain

Peg Taylor has 25 years’ experience in Office Administration, Human Resources, and Supply Chain in the plastics industry & construction industry. She has 4 years’ experience in accredited employee certification programs. In September of 2018, Peg took classes at H&R Blok and became a Tax Specialist. Peg became an ABWA member in April 2014 and served as Vice President in August 2015. She served as President from August 2016 through July 2018 and Treasurer from August 2018 through July 2020. Peg’s goals have been to increase our chapter’s membership, strive for best practices, and ensure members are utilizing community connections and Apex courses. Peg currently serves as Atlanta Area Council Financial Officer.

Journey to Best Practices

Areas of Discussion for Panelist: • Reasons for Best Practice Approach • Criteria for Best Practices

Moderator: There are four reasons to choose Best Practice approach. Panelist, please select one reason and describe in your own words. 1. The Best Practices Approach provides league leaders with a structured framework for managing and guiding their strategic direction and initiatives within Association Guidelines (Association Bylaws, Policies and Procedures), ensuring that each league and its members achieve their full potential.

2.The Best Practices Approach requires members to draw upon their collective wisdom, knowledge, and skills in a collaborative style as they identify opportunities and solve challenges impacting their league. The situational opportunities and challenges identified by the league’s membership will require the practice of a variety of skill sets—planning, budgeting, time management, goal setting, fiscal management, public speaking, written communication, negotiations, and meeting facilitation—in order to achieve the desired outcomes.

3. The Best Practices Approach provides members with a safe and supportive culture to learn, rehearse, and master skill sets that are valued in business today. 4. The Best Practices Approach ensures the sustainability of your league for future generations of working women.

Moderator: There are three levels of Best Practices-Level I, Level II, and Level III. These next questions will cover membership criteria, league in good standing, annual planning, budgeting, and standing rules, league curriculum, member and league recognition, and maintaining the ABWA brand.

Question 2 What is the minimum Level of Members for each Level and how many must be “new” members? Answer 2 Level 1 – 50 primary & 10 new members Level 2 – 40 & 8 new members Level 3 – 30 primary members & 6 new members

Question 3 & 4 To be in good standing, your league must meet seven requirements which are the same for each level. What must be paid on or before June 30th? Name the three requirements about officers. Answer 3 Liability insurance Answer 4 Officers must be in good standing; report officers to National by 6/30/21; all officer positions filled in accordance to the League Bylaws. Additional officer position must be voted on by the league prior to election (title and responsibilities).

Question 5 This next area covers annual planning budgeting, and standing rules. What is developed from the Member Interest Survey? Answer 5 The Gap Analysis, the Gap chart, competitive analysis, annual business plan, action items, budget.

Question 6 How many members must league sponsor to attend either national or regional conference to fulfill League curriculum Best Practice Level 1, 2, & 3? Answer 6 Level 1 is 7 Primary members Level 2 & 3 is 5 Primary members.

Thank YOU!!

PANELIST RACHELLE JAMERSONHOLMES District 1 Vice President Founder and Chapter Advisor, EmpowerHer ABWA Chapter

Virginia Long AAC Chairmain

Celebrating almost 30 years in business as the founder & CEO of Rachelle's Island which has expanded to include Rachelle's Island Boutique, Island Cruises & Tours Travel Agency, and Thee Matriarch Bed & Breakfast, Catering and Event Venue. A motivational speaker with a desire to Empower, Equip and Educate Women, in 2018 Rachelle founded the EmpowerHer ABWA Chapter in Orangeburg, SC. Always excited to open doors of opportunities for all to explore their possibilities; through sharing her “ABWA Story” Rachelle has personally sponsored over 100 members; and has earned the ABWA Hand of Friendship Inner Circle Recognition as a 100+Club Member. Rachelle is currently serving as the ABWA 2021-2022 District 1 Vice President, SBMEF Trustee and is Treasurer of the South Carolina Area Council of ABWA. Rachelle is honored to be an Approved Candidate for 2022-2023 National Vice President.

PANELIST VIDESSA WOODS

2022 ABWA Steering Committee Representative, 2022 Chapter WOTY & Secretary, Golden Dome Chapter, 2012 Top Ten

Virginia Long AAC Chairmain

Videssa Woods joined the American Business Women’s Association (ABWA) /Golden Dome Chapter in September 1999 and has worked very diligently. Since joining ABWA/Golden Dome she has strived to learn all that she could about ABWA and Golden Dome. She started her learning trek immediately after joining and has proven herself to be quite an asset to the organization. She achieved “Inner Circle” within her first four years of membership and has introduced fifty- (56) new members to ABWA (Garnett Star). Ms. Woods has held the following Leadership positions in ABWA: Golden Dome Chapter, Atlanta Area Council and has been recognized at the National level including being a 2021 Top Ten (Forver Ten).

ABWA INDEX OF NATIONAL RESOURCES Virginia Long AAC Chairmain

INDEX OF NATIONAL RESOURCES There are more than a hundred resources organized in the categories available for download from the National Resources. To find and download a document in the National Resources, type the title of the item as listed below in the search field. New or revised documents are highlighted with a yellow star. Download and save to your desktop. CATEGORY: CANDIDATE RESOURCES FOR NATIONAL CATEGORY: ACHIEVE NEWSLETTERS AND RECORDED OFFICE WEBINARS (NATIONAL) • Campaign Tips and Guidelines • Achieve Newsletters (six issues published annually) • Candidate Ad for Newsletter • Just in Time Recorded Webinars • Candidate Rules • How to Download National Resources from Community • FAQs for Board Candidates, Campaign Teams and SponsorConnecitons ing Leagues • How to Upload League’s Resources to League’s Team Board • Nomination Form • Template for Tracking Campaign Expenses CATEGORY: ANNUAL PLANNING TOOLS (NATIONAL)

• • • • • • • • •

Annual Planning Guide Budget Template Creating a Vision for Your League (Facilitator’s Guide) Creating a Vision for Your League (Worksheet) Community Competitor Worksheet GAP Analysis Guide Goals and Actions Worksheet Member Interest Survey

Team Charter for the Executive Board

CATEGORY: ANNUAL THEME (NATIONAL)

• • • • • •

Theme Annual Theme Logo (pdf, png, and jpeg) Theme Facebook Canvases (4 versions) Theme LinkedIn Canvases (3 versions) Theme Newsletter Template/ABWA Logo (Publisher) Theme Newsletter Template (MS word) Theme Newsletter Template/Express Network Logo (Publisher) • Theme Powerpoint Template • Theme Program Brochure (MS publisher) • Theme Zoom Backgrounds (4 versions) CATEGORY: ASSOCIATION BYLAWS (NATIONAL)

• Chapter Bylaws • Council Bylaws • Express Network Bylaws • National Bylaws CATEGORY: BRAND GUIDELINES FOR ABWA (NATIONAL)

• • • • • • • • •

Brand Guidelines (informational guide) ABWA Logo (black and red) ABWA Logo (red and grey) ABWA Logo (red and white) ABWA Logo (black/white outline) ABW Day Logo Community Connections Logo Express Network Logo (black) Express Network Logo (red)

LAST UPDATED 2/6/2022 2:24 PM

CATEGORY: FACEBOOOK (NATIONAL)

• • • • • • • • • • •

Chapter Woman of the Year Cover Photo Chapter Woman of the Year Cover Photo Version Chapter Woman of the Year Cover Photo Version 3 Express Network Woman of the Year Cover Photo Express Network Woman of the Year Cover Photo Version 2 Express Network Woman of the Year Cover Photo Version 3

Equal Pay Cover Women’s History Month Cover Giving Tuesday Cover Happy Holidays Cover Happy New Year Cover

CATEGORY: FORMS, FLYERS AND MORE (NATIONAL)

• • • • • • • • • • • • • • • • • • • •

ABWA at a Glance (1-page flyer) ABWA Regional Conference Registration Form 2022 Brochure Templates -ABWA Brochure Template -Express Network Calendar of Association Events and League Deadlines Certificate of Insurance Form Council Election Report (reporting of officers) District Map Spring Membership Recruitment Campaign Flyer (single page) Membership Application Form (includes FB field) Monthly Meeting Summary Report Monthly Program Flyer Template -Express Network Officer Election Report for Chapters Officer Election Report for Express Networks PowerPoint Template Prospective Member Brochure Secondary Membership Application Form Speaker Request Form Top Ten Business Woman Award—Nomination Form Website Listing (on the national website) Form

CATEGORY: FORMING A NEW ABWA CHAPTER (NATIONAL)

• Forming a new ABWA Chapter

INDEX OF NATIONAL RESOURCES

CATEGORY: STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND (SBMEF)

• • • • • • •

Business Skills Tuition Reimbursement Sponsorship Form Impact Scholarship Sponsorship Form Outright Grant Sponsorship Form SBMEF Contribution Form SBMEF Ads for Newsletters and Social Media SBMEF Guide (Overview of Scholarship Programs) Planned Giving Guide

CATEGORY: INFORMATIONAL GUIDES, NATIONAL)

CATEGORY: IRS FORMS (NATIONAL)

• ABWA Benefits Brochure Titled: One Membership, a Lifetime

• • • • • • •

of Possibilities (2 versions, one with a template for defining personal goals)

• ABWA’s Guide to Best Practices in League Management • Achieve Newsletters (6 issues published each year) • Ambassador Steering Committee PPT Slide Decks for • • • • • • •

Membership Recruitment and Membership Retention Certificate of Insurance Request Form Consent to Monitoring (Recording) Virtual Meetings Hand of Friendship Recognition Program Guide Hosting a Candidate Guide Leveraging Your Top Ten Recognition: Building Your Personal Brand Liability Insurance Guide My Apex Campus Login Instructions (video)

LAST UPDATED 2/6/2022 2:24 PM

• • • • • • • • •

990-N - How to File Your 990-N Articles of Incorporation for a Chapter Articles of Incorporation for a Council Articles of Incorporation for an Express Network 1024 Application for Recognition of Exemption under 501(a) 1024 Application for Recognition of Exemption... Sample Form 8718 for User Fee for Exempt Org Determination Letter Request Sample 8718 User Fee SS-4 Sample: Application for Employer Identification Number (EIN) SS-4 Sample: Application for Employer Identification Number SS-4 Instructions Application for Employer Identification Number (EIN) Step 1 for filing 990-N Step 2 for filing 990-N Step 3 for filing 990-N Step 4 for filing 990-N Procedures for Reporting Change of Name to the IRS

ANNUAL PLAN GUIDE

Virginia Long AAC Chairmain

Key Elements in an Effective Business Plan • Vision Statement • Goals or Key Result Areas • Business Tactics or Action Items

• • • •

Annual Budget Executive Summary Executive Board Community Competitors

Vision Statement

A vision statement is your league’s road map, indicating both what your league wants to become in the future and guiding transformational initiatives that will propel your league forward. A vision statement may be described as a picture of your league in the future and should answer the questions: • “What do we want our Chapter (or Express Network) to look like when we’ve reached our full potential?” • “What is our value proposition that we deliver to our members and future members when they join our league?” • “What do we want our community to say about who we are and what we do as a chartered league of the American Business Women’s Association?” To get started, download the Vision Statement Process from the National Resources in Community Connections. Type VISION STATEMENT in the search field. The league’s vision statement should be completed in June or July in conjunction with the annual plan.

A business tactic is the specific action performed to achieve a goal. Download the Goals and Actions Worksheet from the National Resources in Community Connections. To download, type: GOALS AND ACTIONS WORKSHEET in the search field.

League’s Annual Budget

A budget is a fiscal plan that supports your league’s goals (financial and organizational). A budget will help you to project income, allocate your league’s resources, evaluate your league’s overall performance and manage cash flow. Four Important Tips for Budgeting 1. Be realistic with your budget (revenue and expense) projections. 2. Review your performance monthly to check the accuracy of your initial forecast and cash flow. 3. Update your budget estimates (both revenue and expenses) monthly, replacing the figures with actual performance. 4. Make adjustments in your budget (and your business plan/tactics, and your standing rules based upon actual performance). Download and customize the Budget Worksheet Template from the National Resources in Community Connections. Type BUDGET in the search field.

Community Competitors (Pre-Planning Process)

After finalizing your league’s vision statement, post it on your league’s Community Connections Team Board. Note: Only officers, the assigned moderators for your league’s team board in Community Connections, have access to this feature.

Goal Setting and Action Items

Before establishing the league’s goals, complete the GAP Analysis to understand your league’s current state of performance to the ideal state in the five mission critical areas of Best Practices in League Management. The GAP Analysis should be completed after the election in May or June. The Member Interest Survey is a pre-planning tool that will help league officers better understand the needs and interests of your members. Administer the survey and review the aggregate results before defining your annual curriculum. Complete the Member Interest Survey in June or July.

Every Chapter or Express Network is competition. What is your league’s distinct value proposition? How do you compare with other female centric organizations in your community. How are you similar? How are you different? What actions can you take to improve your competitive edge? Download the Community Competitor Worksheet from the National Resources in Community Connections to record your assessment. Type: COMMUNITY COMPETITOR in the search field.

Executive Summary An executive summary is the introduction to the formal business plan and highlights the strengths of the overall plan. It may summarize your league’s business and financial objectives, current status and future direction. A good executive summary ranges from half a page to two pages in length. Consider writing this section of your business plan after you’ve completed the GAP Analysis, Member Interest Survey, Goals, Actions, Community Competitors and Budget.

FACILITATOR’S GUIDE FOR COVER STORY VISIONING PROCESS Introduce Purpose: “We want our vision for the 2012-2013 Award year to inspire, re-energize and engage the members of the (name chapter/Express Network) and ensure that our team and key result areas are in alignment with our vision for the future.” Add additional comments you would like to share.

“The future of the future is in

the present.” Futurist John McHale

Supplies Needed 1. Large post-it notes 2. Camera 3. Post-it Flip Chart Paper 4. Art Supply: X-tra copies of 11x17 of the Cover Story template for take-aways 5. Art Supply: Water based markers (fine to medium tip) or chalk pastels 6. Art Supply: Tape (that comes off the wall easily) 7. Art Supply: Magazines (Time, Economist, WIB) and Newspapers (Wall Street Journal, USA Today) 8. Art Supply: Scissors 9. Art Supply: Glue sticks General Tips  Use a different marker for each section.  Visions are most powerful when they represent real aspirations.  A clear vision will help to direct the team’s focus and energy and can motivate your team. Time Needed  You will need 1.5 - 2.5 hours to complete this exercise. Introduce Agenda (sample below) I. Welcome/OARS (outcomes, agenda, roles and rules) - (5-10 minutes) II. Introduce the Cover Story Vision (10 minutes) III. Spend time in imagining the magazine cover (5 minutes) IV. Tell our Story (60 minutes) V. Review next steps (10 minutes) VI. Reflections/Closure - (10 minutes) Overview the Diagram Sections

Sample Outcomes 1. Stretch current thinking. 2. Together, envision your chapter/network’s brightest future. Sample Rules 1. No one dominates the conversation. 2. No texting during the session. 3. All ideas are accepted - there are no bad ideas. 4. Write down all ideas. 5. Everyone participates, no one dominates. 6. Remember, THIS IS THE FUTURE!

The Cover Section: Includes a major headline and central image that conveys the “feature” story. 7. When in doubt, make it up! Images Sections: Use this section to bring your story about your chapter/Express Network to life. You can use clippings from magazines, headlines from newspapers, graphs or photos of members and of chapter/Express Network events. Headlines: Are bold short sentences or phrases that convey the main story, key events, actions, accomplishments, etc. Sidebars: The sidebars support the cover story through such material as profiles of key people, statistics and small success stories about your chapter/Express Network event. Quotes: Areas to capture what ABWA’s National Board of Directors, Ambassadors, ABWA National, your members, political figures, etc. are saying about your chapter/Express Network.

INITIATE STORY TELLING Launch the exercise by asking members to… “Imagine it is the year 2015, and we’ve accomplished all of our goals since we did our last visioning session in 2012. In fact, we are one of ABWA’s biggest success stories. We are so successful that (name of your chapter/Express Network) is featured as ABWA’s Women IN Business cover story. Now close your eyes for just a few minutes. I would like for you to imagine that your copy of Women IN Business was delivered today...and you are reading YOUR STORY for the very first time. What’s featured on the cover? What are the major headlines and images about our future success that you are reading about right now? What are the sidebars and quotes? (Pause for 3-5 minutes) “Now open your eyes. I would like for you to spend a few minutes jotting down your ideas on the large post-it notes. Remember the story has already been written.“ EXPLORE THE DETAILS OF THE STORY This next section is designed for one group, however, you can divide the group into smaller breakout groups. The sharing and recording of ideas should move quickly. Be prepared to record ideas in multiple sections of the diagram vs. focusing on one section at a time. Keep members moving through each section and anticipate an overlap of ideas. If members get stuck, instruct them to “make it up!” 1. Ask participants to share their ideas on the cover story.  Record their responses for the cover story in the Brainstorms section of the diagram. Use post-it notes if you run out of space. 2. Ask participants what they imagined for the supporting sidebar stories? Ask members what would the sidebar look like as a picture, a graph or a “Wordle.”  Record their responses for the sidebars in the Sidebar section of the diagram. Use post-it notes if you run out of space. 3. Ask participants what they imagined people saying about your chapter/Express Network’ success?  Record their responses for the sidebars in the Quotes section of the diagram. Use post-it notes if you run out of space. 4. Ask participants to describe what they imagined happened to create their future success.  Record their responses in the Big Headlines section of the diagram. Use post-it notes if you run out of space. 5. Ask participants to share their ideas on the images they imagined for the magazine Cover. Direct members to jointly design their magazine cover using the ideas generated and the art supplies provided.

Wordle: Wordle is a toy for generating “word clouds” from text that you provide. The clouds give greater prominence to words that appear more frequently in the source text. You can tweak your clouds with different fonts, layouts, and color schemes.

WRAP-UP AND FINAL EXERCISE 1. Ask participants. “What themes did you hear that were the most compelling?”  Record their responses on the flip chart and inform them that these are the themes. 2. Using the compelling themes recorded, ask members to work together to create a vision statement for the 2012-2013 Award Year that will inspire and energize “our” members. 3. Thank members for their participation and encourage them to use this process for their own business, department or volunteer organization. SPECIAL TOUCH Make copies of the poster (take a picture) and give to participants. Share experience with the entire membership. Post pictures to your WIN team board.

TEAM CHARTER

FOR THE EXECUTIVE BOARD A team charter is a document that is developed in a group setting that clarifies your team’s direction while establishing boundaries in which the team will function. Your league’s team charter shouldbe established in a group setting prior to the first day of the Award Year, August 1. Before focusing on the big and small tasks associated with the management of your league, we recommend that you take an hour or two to review the questions below, discuss and document each board member’s response to each question, and as a group, determine your path forward as it relates to your purpose, key customers, actions, values, etc.

Purpose What is the purpose of the Executive Board?

What are our members, our District Vice President and the National organization counting onus to do?

Vision What do we want to accomplish in the new Award Year, and how will our actions impact our league and the members affiliated with our league?

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Copyrighted by ABWA Management LLC 2017

TEAM CHARTER

FOR THE EXECUTIVE BOARD Values What are the values that we will adopt to guide our actionsand decisions as individuals serving on the board and as a team (e.g. honesty, civility, dignity, humility, collaborative, etc.)?

What are the specific behaviors that are aligned with each value?

Customers Who are our key customers?

Goals or Key Results What are our shared goals and deliverables?

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TEAM CHARTER

FOR THE EXECUTIVE BOARD How will we measure our board’s success?

Who will be responsible for what actions?

How often will we monitor theboard’s performance?

Operating Practices How often will our board meet?

How long will each meeting be scheduled for?

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Copyrighted by ABWA Management LLC 2017

TEAM CHARTER

FOR THE EXECUTIVE BOARD Where will our team meet?

What is the best way to communicate (e.g., email, group text, skype, conference call, etc.) in-between each board meeting?

How will we hold each other accountable for our commitments to the board and to our member constituents?

Disagreements How will we resolve disagreements?

How will we resolve if/when we do not follow through with our agreements documented in this charter?

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Copyrighted by ABWA Management LLC 2017

Goals and Actions Worksheet Based upon the results of your GAP Analysis, use this worksheet in your planning session to identify the KRAs and Actions your league will focus on in the new Award Year. Description of the Your League’s Goals (aka Key Result Areas for the new Award Year

Example: Decrease new membership loss rate by _____ compared to previous Award Year.

Description of Actions (also known as business tactics) (Or the means by which your league’s KRAs will be achieved) • Welcome each new member. • Assign each new member a mentor. • Introduce new member in ABWA’s Community Connections and opportunities for online learning in the Apex Campus. • Host a new member orientation each quarter. • Feature each new member in the league’s bimonthly newsletter publication. • Host a meet and greet the new member event every other month. • Develop criteria for the Protégé Award. • Ask new members to renew 3 months before their actual renewal date.

Action Start Date

Action End Date

People/ Members Assigned to the Action Name people and their respective in this field positions

Budget Allocated List the budget dollars that will be allocated to this action.

ANNUAL BUDGET VS ACTUAL TEMPLATE

Type Chapter/EN name, year and other information in this space 1st Quarter PROJECTED INCOME

Income from member dues Other Income (i.e. dinner tickets sold, fundraising)

Total projected income

ACTUAL INCOME

Income from member dues Other Income (i.e. dinner tickets sold, fundraising)

Total actual income

MONTHLY MEETING EXPENSE

Projected Cost

Sept

ACTUAL BALANCE (Actual income minus expenses)

$0 $0

DIFFERENCE (Actual minus projected)

Aug

PROJECTED BALANCE (Projected income minus expenses)

Oct

Difference

AUDIO/VISUAL

Meeting Room Rental

Microphone

Food

Podium

Speaker Fees

LCD

Laptop

CD/DVD Player

Projected Cost

Aug

Sept

Oct

$0 $0

Other Total

$0 Other

OVERHEAD EXPENSE

Projected Cost

Aug

Sept

Oct

Difference

Total

Fees/Permits

Insurance

$0 $0

Office Supplies

Registrations

Travel

GIFTS/ INCENTIVES New Member Kits ABWA Merchandise

Projected Cost

Aug

Sept

Oct

$0 $0 $0

Other Total

Other

Total

$0 $0 $0 TOTAL PROJECTED COST TOTAL ACTUAL COST

$0 $0

A M E R I C A N B U S I N E S S W O M E N ’S A S S O C I AT I O N C H A N G I N G WO M E N ' S L I V E S . . . O N E WO M A N AT A T I M E . ™

A BWA’s

BRAND GUIDELINES

2020 - 2021

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INTRODUCTION

How the American Business Women’s Association® is perceived is in large part the result of brand image, public perception, and the consistency of communications that shape the mindset of the ABWA community and potential new members. Our brand plays a pivotal role in contributing to the image of the American Business Women’s Association; therefore, brand consistency across all Chapters, Express Networks®, and Councils is critical to ABWA’s image and marketplace position. The brand name (both ABWA and the American Business Women’s Association), registered trademarks, logos, and accompanying brand communications are a means of symbolizing and differentiating the Association’s identity in the market. Correct and appropriate use of the ABWA name and logo keeps its trademark position legally strong and creates long-term value for the Association. The objective of the brand guidelines is to help those who use the ABWA brand elements to understand the values while providing detailed specifications and guidance on the use of all aspects of the brand. It defines graphic standards for the correct use of ABWA’s registered trademarks and logos. The intention is to give the Association a uniform brand identity, greater visibility, and more powerful marketing possibilities. To ensure brand consistency, please review the guidelines to be certain your brand usage falls within approved standards. When in doubt, contact ABWA National with any questions regarding ABWA brand guidelines at 1-800-228-0007.

INTELLECTUAL PROPERTY

All information created by or on behalf of the American Business Women’s Association (ABWA) is the intellectual property of ABWA Management, LLC. The establishment of a Chapter, Express Network, or Council does not extend any ownership rights to ABWA’s intellectual property. Examples of intellectual property include all materials published by ABWA, in which ABWA owns a copyright; all ABWA registered trademarks and logos; ABWA promotions and communications; the ABWA website at www.abwa.org, hosted websites (Chapters, and Express Networks), and ABWA’s membership list. Chapters, Express Networks, and Councils expressly agree that none of the local leagues or their members in any way owns an interest in or may otherwise alter, remove, transfer, sell, or diminish the value of ABWA’s intellectual property. This includes the use of ABWA registered trademarks and logos on any unofficial and/or unapproved ABWA merchandise.

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ABWA BRAND COMPONENTS

Branding is not just a trademark or logo. It incorporates many components that work together to form the brand, including: MISSION STATEMENT A mission statement is a statement of the purpose of an organization, its reason for existing, with the intent of making others aware of that purpose. The mission of the American Business Women’s Association is to bring together businesswomen of diverse occupations and to provide opportunities for them to help themselves and others grow personally and professionally through leadership, education, networking support, and national recognition. TAGLINE The idea behind the concept of a tagline is to create a memorable phrase that will sum up the tone and premise of a brand and also reinforce the audience’s memory of what ABWA offers which is unique and different. AMERICAN BUSINESS WOMEN’S ASSOCIATION Changing Women’s Lives…One Woman at a Time.™ COLOR PALETTE Color is a key element in the ABWA brand. No matter what you are designing or printing, please make every effort to ensure that the colors you print or use match those specified here as closely as possible. PANTONE COLOR

PMS 185 PMS 424 BLACK TURQUOISE

CMYK VALUE

RGB VALUE

C1 / M100 / Y92 / K0 C57 / M47 / Y48 / K14 C100 / M100 / Y100 / K100 C60 / M3 / Y36 / K0

R231 / G0 / B51 R113 / G114 / B113 R0 / G0 / B0 R97 / G190 / B177

TYPOGRAPHY Careful and consistent use of typography reinforces ABWA’s brand personality and ensures both clarity and harmony in all communication. Available in a variety of weights, Myriad Pro* is a classic modern typeface which works well for both headlines and body copy while setting a clean, confident tone for communications (i.e., brochures, newsletters, etc.). Myriad Pro Regular

ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 0123456789!@#$%^&*()

Helvetica, Arial and Lato (Google font) are acceptable font substitutes when Myriad Pro is not available. *Myriad Pro is an OpenType format font (for both Windows and Macintosh platforms) available from Adobe (www.adobe.com) and also packaged with Adobe Acrobat Reader. Additional weights include: Light, Light Italic, Regular Italic, Semibold, Semibold Italic, Bold, Bold Italic, Black, and Black Italic.

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ABWA BRAND COMPONENTS (cont.)

DESIGN ELEMENTS Various design elements are utilized to communicate the ABWA brand, including the colors shown below, and photos of vibrant, confident women of multiple races in both professional and personal settings.

C60, M3, Y36, K0 R97, G190, B177

TRADEMARK AND LOGO USAGE

C75, M71, Y0, K8 R82, G86, B158

C41, M63, Y1, K20 R132, G94, B147

C93, M47, Y0, K2 R0, G116, B186

C56, M14, Y0, K4 R97, G173, B219

C6, M76, Y50, K0 R228, G99, B106

C18, M100, Y100, K9 R188, G36, B38

C0, M30, Y90, K0 R253, G185, B51

DO . . . • use ABWA registered trademarks and logos on League and Council publications—newsletters, stationery, league websites, brochures, and social media/networking websites—if your league is in good standing. •

include an ABWA signature on every communication produced by your Chapter, Express Network, or Council to convey your affiliation with the national Association. A signature is the combination of an official ABWA registered trademark and/or logo with a local league name.

•

link ABWA logos used online to the ABWA National website. If the logo is in the form of an ABWA signature for your league, the logo should be linked to the website for your Chapter, Express Network, or Council.

DO NOT use ABWA logos and trademarks on any individual’s personal stationery, websites, resumes, social/professional networking sites, etc. DO NOT edit logos in any way. This includes skewing the proportions (stretching/compressing/etc.) of any ABWA registered trademarks and logos. When placing as artwork, ensure that you constrain the proportions for width and height. Do not modify the colors of any ABWA registered trademarks and logos. The ABWA registered trademarks and logos MUST NOT be manipulated or altered in any way, shape, or form. All official ABWA registered trademarks and logos may be downloaded from the National Resources in Community Connections. DO NOT use ABWA registered trademarks and logos on unofficial ABWA merchandise or promotional items. ABWA’s online store is the sole provider of ABWA branded merchandise and promotional items. Use of ABWA registered trademarks and logos on promotional materials and/or league merchandise without written consent by the Executive Directors is strictly prohibited and may result in legal action. Questions regarding the logo usage or copyrighted materials should be submitted in writing to ABWA National at webmail@abwa.org.

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THE ABWA LOGO

The official colors of the ABWA logo are red (PMS 185), black, or gray (PMS 424 or a 30% screen of black). Approved versions of the ABWA logo are included here. In all instances, the logo must be used with the registered trademark symbol® as shown in the sample logos below. All of the approved logos are available to download in various formats from the National Resources in Community Connections.

BLACK & PMS 185

PMS 185 & PMS 424

PMS 424 (OR 30% black) & BLACK

PMS 185 & WHITE

BLACK & WHITE

NOTE: When materials will be printed in black and white only, the ABWA logo should be produced solely in black with outline letters, a solid wave, and the words “AMERICAN BUSINESS WOMEN’S ASSOCIATION” in black. A color logo should not be converted to grayscale.

THE ABWA EXPRESS NETWORK® LOGO

The only approved two-color option for the ABWA Express Network logo uses red (PMS 185) for the word “Express” and black for all other type elements. All of the logo elements must be used together and should never be separated. The letters “ABWA” must appear above the word “Express” and the words “American Business Women’s Association” must appear below the word “Network” in the logo. When materials will be printed in black and white only, the ABWA Express Network logo should be reproduced entirely in black.

PMS 185 / BLACK BLACK When writing about ABWA’s Express Network leagues or membership option, be sure to include the registered trademark symbol after your first reference®.

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PRESERVING LOGO INTEGRITY

While it may be tempting to stretch a logo to make it fit into a desired space, it is important to maintain the original height and width proportions so that an ABWA logo looks like an ABWA logo no matter where you see it. With an ever increasing presence online, the opportunities for ABWA members and potential new members to see distorted or confusing brand usages occurs more than ever. Do your part to lessen confusion and enhance our image by following these simple steps: 1.

Download the official ABWA registered trademarks and logos from the National Resources in Community Connections that you will use frequently and save them on your computer. Keep these logos handy for quick insertion into your Chapter, Express Network, or Council projects.

DO NOT modify registered trademarks or logos in any way. Any change in the appearance of the logo sacrifices its integrity and causes brand confusion. Examples below shows a logo within a logo, which is not acceptable.

Familiarize yourself with the proper method to constrain the width and height proportions when resizing/scaling an image. This will ensure that you don’t distort the image. In most cases, you can lock in the proportions (i.e., make the height smaller as you decrease the width, and vice versa) on a PC by holding the “control” key on your keyboard while you drag the image resizing tool on your computer; on a Mac, use the “shift” key. Consult your individual program’s “Help” option for additional tips.

When creating a logo for your specific Chapter, Express Network, or Council Name DO NOT use the ABWA logo or the ABWA name within the logo. The ABWA logo must appear with (above, below, or to the side of ) the independent Chapter, Express Network, or Council name logo to secure brand recognition (see c. below).

5. Every communication produced by your local league should have a signature somewhere on it. A signature is the combination of an official ABWA logo with a local Chapter, Express Network, or Council name. The options for font should be consistent to what is stated on page 2 under Typography. Using fonts similar to the logotype helps create brand consistency between the Association’s logos and your Chapter, Express Network, or Council name.

★

Unacceptable Logo examples:

★★

abwa’s Chapter Name

★

★★

Chapter Name American Business Women’s Association

Unknown Chapter

Signature Logo Examples:

★

★★

Chapter Name Howard Torie Chapter

SOLSTICE SPRINGS EXPRESS NETWORK

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ABWA WEBSITE LEAGUE LISTING REQUIREMENTS

Your Express Network or Chapter must meet the following requirements to be listed on the ABWA National website: 1.

The league, its officers and committee chairs must be in good standing.

League must sign and submit signed Terms and Conditions agreement to ABWA National each year (on or before June 30) and return signed form to ABWA National.

The league must demonstrate that they’ve delivered a minimum of nine business and market relevant programs in a rolling 12 month period.

Required Content for League Website Homepage. As we strive to present a united brand for ABWA through all communications, both print and digital, each league will be required to include the following information on their website homepage in order to be listed on the ABWA National website: • The official ABWA or Express Network logo • ABWA’s mission statement • Name of your league • League location (city, state, and zip code) • Name and email of league contact • Meeting information (time, date, location and cost to attend) • Link to ABWA’s home page – www.abwa.org • Link to ABWA’s Facebook page – http://tinyurl.com/jg4sgv3 If your league’s website is not yet listed on the ABWA National website, or you want to inquire about ABWA’s website hosting services, contact Cynthia Bell at cbell@abwa.org or call 913-732-5100 at extension 258.

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ABWA WEBSITE LEAGUE LISTING REQUIREMENTS

In an effort to create stronger brand consistency for ABWA, all leagues must change their names on their league’s Facebook page to the following: ABWA - League Name By creating stronger brand consistency through our collective Facebook pages, we present ourselves as a more unified organization. Administrators: When changing your league name on Facebook, please make certain that you include a space both before and after the dash. This will ensure that your league is included in search results for “ABWA.” Facebook Tips: Your league can expand its reach to working women by posting attention grabbing headlines and writing posts that are relevant to working women and women business owners. Your league’s posts should be informative, inspirational and motivational. And remember, today there are five different generations in the workplace (Generation Z, Millennials, Generation X, Baby Boomers and Traditionalist). Post at least 1-2x per week during the work week (M-F). To monitor your Facebook page performance, go to Insights, and click on Posts and compare past with present day performance. Best times to post on Facebook For most consistent engagement post Monday – Friday from 9:00-4:00 PM Best Day to Post is Wednesday! Instagram Tips: Your league can expand its reach to working women by making sure your ads on Instagram include a high-quality image, that communicates a clear value proposition as it relates to membership in ABWA, and in your league. Your posts can be inspirational, motivational and/or informative. According to some social media experts, any day of the week is a good time to post on Instagram since engagement is fairly steady, with a slight increase on Monday, however, most experts agree to avoid posting from 3-4 PM during work hours. Don’t forget to use the ABWA brand, shout-outs, picture filters, links and hashtag when appropriate. Best Day to Post on Instagram Best day to post on Instagram tends to be Wednesday however, Tuesday, Thursday and Fridays may also be good. • Monday: 5am, 9am CST • Tuesday: 9am CST • Wednesday: 7am CST • Thursday: 8am, 11am and 6pm CST • Friday: Noon, and 2pm CST ©2020-2021 ABWA Management, LLC. May Be Reprinted for ABWA League Use Only.

STEPHEN BUFTON SBMEF MEMORIAL EDUCATIONAL FUND STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

2021-2022 AWARD YEAR

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND INFORMATIONAL GUIDE

THE STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND EXISTS TO PROVIDE EDUCATIONAL GRANTS AND SCHOLARSHIPS TO WOMEN PURSUING POST-SECONDARY EDUCATIONAL GOALS, AS WELL AS ONGOING PROFESSIONAL DEVELOPMENT, IN ORDER TO SUPPORT THEIR CAREER ADVANCEMENT AND TO HELP THEM BECOME THE ROLE MODELS, MENTORS AND LEADERS OF THE FUTURE.

SBMEF STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

BUSINESS SKILLS TUITION REIMBURSEMENT (BSTR) OVERVIEW The DEADLINE for Business Skills Tuition Reimbursement applicants is JUNE 1. The SBMEF Business Skills Tuition Reimbursement Program (BSTR) provides workingwomen an opportunity to participate in professional development workshops and/ or seminars offered by an accredited, licensed, or stateapproved institution in the United States. Coursework such as ABWA-KU MBA Essentials, Franklin Covey and other accredited professional development learning opportunities (e.g., real estate license, desktop publishing, nursing and accounting) are examples of nondegree coursework that may qualify for BSTR. A league is limited to sponsoring BSTR scholarships in the amount that does not exceed seventy-percent (70%) of the league’s contribution for this scholarship program. The contribution to SBMEF must be made in the previous Award

Year. For example, if a league contributed one-thousand dollars ($1,000) to SBMEF in the previous Award Year, then it may qualify for seven-hundred dollars ($700) in BSTR scholarships in the next Award Year. The league may also sponsor multiple BSTRs as long as the total amount requested does not exceed seventy percent (70%) of their total contribution to SBMEF. A BSTR applicant may receive multiple BSTR scholarships each Award Year from multiple leagues however, the minimum amount awarded is fifty ($50) dollars and the maximum amount is $500 in an Award Year. BSTR checks must be cashed within 6 months of issuance. Checks not cashed after 6 months will not be reissued, where-by the scholarship will be deposited into the SBMEF general fund. NO APPLICANT IS GUARANTEED A BSTR SCHOLARSHIP!

Download the BSTR sponsorship form from Community Connections. Type SBMEF in the search field.

SBMEF STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

BUSINESS SKILLS TUITION REIMBURSEMENT (BSTR)

(continued from previous page) GUIDELINES FOR A SPONSORING LEAGUE To Sponsor a BSTR, a League Must: • Be in good standing (liability insurance premium paid and the league’s officers and committee chairs must be current with their national and local dues). • Have made minimum of five-hundred dollars ($500) contribution to SBMEF in the previous award year between August 1 and June 1. PROCEDURES FOR A SPONSORING LEAGUE To Administer a BSTR, a League Must: • Determine the amount available for BSTR scholarships. • Determine the amount your league will award for each BSTR scholarship. The value of each BSTR can be split equally or other values as long as the minimum amount awarded is no less than $50 and the maximum amount is no greater than $500 for any one applicant in the same Award Year. • The parameters for sponsoring a BSTR can also be defined in advance via your league’s Standing Rules which are voted on by the membership each Award Year. • The membership must vote to submit your league’s BSTR applicant (unless this is already defined in the standing rules).

• Email your BSTR sponsorship form to jmiller@abwa.org. • Present the BSTR check to the recipient in a timely manner. Note: Awarded scholarship checks are mailed to the league’s president but are payable to the BSTR recipient. • Inform the BSTR recipient (in writing) that her scholarship check must be cashed within 6-months from the date of issuance (the date printed on the check) otherwise it is forfeited. ELIGIBILITY REQUIREMENTS FOR APPLICANT To Be Eligible for the BSTR, the Applicant Must: • Be a female and a U.S. citizen. • Enhance the applicant’s career objective. • Have completed the course prior to submitting her application for BSTR. • Apply for BSTR within 90 days after course completion by completing the application process including; providing a course description, rationale for attendance, and verification of the learning institution’s credentials (licensed, accredited and/or state approved) and proof of payment. All paperwork should be emailed to jmiller@abwa.org for final approval.

Download the BSTR sponsorship form from Community Connections. Type SBMEF in the search field.

SBMEF STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

BUSINESS SKILLS TUITION REIMBURSEMENT SPONSORSHIP FORM Date submitted: __________ Name of the Scholarship/Professional Development Chair: ______________________________________ Day phone number for the Scholarship/Professional Development Chair: __________________________ Email for the Scholarship/Professional Development Chair: _____________________________________ Amount contributed to SBMEF in the previous award year: _____________________________________ Name of Chapter/Express Network President: ________________________________________________ Mailing address of Chapter/Express Network President: ______________________________________________________________________________________ ______________________________________________________________________________________ The applicant must have paid for the course personally in advance of reimbursement. Email completed application to: SBMEF Administrator, Jill Miller at jmiller@abwa.org We attest that at the meeting held on _______________the ____________________________________ (Meeting Date)

(Name of League)

voted to submit ________________________________________________________________________ (Name of Applicant)

which we have verified is a female, U.S. citizen has completed the course,___________________________ to advance her professional career. The course was delivered by _______________________________, a U.S institution that is accredited, licensed or state approved. Name and Signature of the Scholarship/Professional Development Chair _____________________________________________________________________________________ (Signature of Scholarship/Professional Development Chair Required) ©2021-2022 Stephen Bufton Memorial Educational Fund

SBMEF STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

IMPACT SCHOLARSHIP OVERVIEW The DEADLINE for Leagues to sponsor an Impact Scholarship is January 31, 2022. The DEADLINE for applicant to complete online process is May 15, 2022. The Impact Scholarship program provides a league the opportunity to customize a scholarship within the fund’s program parameters. Each league can fund multiple Impact Scholarships valued at one-thousand ($1,000) dollars and/ or two-thousand ($2,000) dollars. A one-thousand ($1,000) dollar Impact Scholarship provides financial support to a student who is enrolled in a community college, technical or a vocational school whereas a two-thousand ($2,000) dollar Impact Scholarship provides financial support to a student who is enrolled in a U.S. college or university that offers a baccalaureate degree. In either instance, the applicant’s educational institution must be licensed, accredited or state approved. Each Impact Scholarship funded by the league must have a minimum of three qualified applicants that have completed the online application process. Female members and non-members can apply for an Impact Scholarship. Applications for an Impact Scholarship are reviewed by the Trustees and voted upon, whereby the SBMEF Administrator notifies the President (or Scholarship Chair) by email the name of the scholarship recipient. Each scholarship check is payable to the scholarship recipient and their respective learning institution. Each check must be cashed within six months of issuance. Checks not deposited after six months will not be reissued. An Impact Scholarship awarded is non-renewable. NO APPLICANT IS GUARANTEED AN IMPACT SCHOLARSHIP!

PARTICIPATION GUIDELINES FOR A SPONSORING LEAGUE To Sponsor an Impact Scholarship, a League Must: • Be in good standing (liability insurance premium paid, and the league’s officers/committee chairs are current with their national and local dues). • Fund the scholarship by making a contribution payable to SBMEF between August 1, 2021 through January 31, 2022. Make a $1,000 or $2,000 contribution to SBMEF, PLUS, contribute an additional $100 for every scholarship funded, PLUS, purchase a student membership for each scholarship funded. Checks for SBMEF scholarship contributions must be made payable to SBMEF. PROCEDURES FOR SPONSORING LEAGUES To Administer an Impact Scholarship, a League: • Must complete the Impact Scholarship form in addition to defining their eligibility criteria for each Impact Scholarship funded on or before January 31, 2022. • Have a minimum of three qualified applicants complete the entire process online for each Impact Scholarship funded. • Present the Impact Scholarship check to the scholarship recipient in a timely manner. Note: Awarded scholarship checks are mailed to the league’s president. • Inform recipients (in writing) that all scholarship checks must be cashed within six-months from the date of issuance (the date printed on the check) otherwise the funds will be forfeited. ELIGIBILITY REQUIREMENTS FOR APPLICANT To Be Eligible for an Impact Scholarship, the Applicant Must: • Must be a female, US Citizen. • Meet the eligibility requirements defined by the league (e.g., residency, GPA, credit hours completed, year of school completed, field of study, etc.). • Scholarship applicants must complete their application online at www.sbmef.org on or before May 15, 2022.

SBMEF STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

OUTRIGHT GRANT FOR THE 2021-2022 AWARD YEAR OVERVIEW The Outright Grant (ORG) Program offers junior level or higher college students a scholarship that helps to offset costs associated with their college tuition, books and fees. The amount awarded for each ORG is $2000. ORGs awarded are nonrenewable. Only two (2) ORGs will be awarded per district. GUIDELINES • The sponsoring league must be in good standing (liability insurance premium is paid and the league’s officers and committee chairs must be current with their national and local dues). • To sponsor an applicant for an ORG the league must contribute a minimum of one hundred dollars, ($100) to SBMEF in the same Award Year (August 1–May 15) plus purchase a student gift membership for their applicant at the time of the application provided that their applicant is not already a member. • ABWA National will activate your online SBMEF account upon receipt of your league’s one hundred dollars ($100) contribution for ORG and student gift membership purchase. • A league may sponsor only one (1) ORG applicant per award year. • If an ORG is awarded to the applicant, the maximum amount awarded to any one applicant in the Award year is $2000. • An applicant may NOT apply for more than one ORG in the same Award year with a different sponsoring league. APPLICATION ELIGIBILITY REQUIREMENTS: • The applicant must be a female, U.S. citizen. • Both ABWA members and non-members may apply for ORG. • The applicant must have completed a minimum of sixty (60) credit hours. • The applicant must have achieved a cumulative GPA of at least 3.0 on a 4.0 scale.

• The applicant must be seeking a baccalaureate degree or higher. • The applicant must be attending an accredited U.S. college or university that offers at least a baccalaureate degree. • The applicant must provide an official transcripts, a biographical sketch and three (3) professional letters of reference dated within the same year as her application. • The applicant must complete the application process online, www.sbmef.org, by May 15, 2022. • No applicant is guaranteed a scholarship. PROCEDURES FOR SPONSORING AN ORG: • The league must have voted to submit their one (1) applicant. • The league must complete the sponsorship form and email to jmiller@abwa.org or mail to: • Jill Miller, SBMEF, PO Box 4757, Overland Park KS 66204-0757 • The league must register their applicant at www.sbmef.org • All ORG applications for each district will be pooled together by district and reviewed by the Board of Trustees. • The SBMEF Board of Trustees will select two (2) ORG recipients per district. • The scholarship checks will be made payable to the recipient’s educational institution and the ORG recipient. • The scholarship check will be sent to the league president of record. The league president is responsible for presenting the scholarship check to the recipient in a timely manner. • The scholarship check must be cashed within six (6) months of the date of the check issuance. • Checks not deposited after six months will not be reissued and the money will be returned to SBMEF’s general fund.

SBMEF STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

NATIONAL SCHOLARSHIPS FOR THE 2021-2022 AWARD YEAR DEADLINE to apply online for National Scholarships is May 15, 2022 (www.sbmef.org)

2019 National Women’s Leadership Conference

Past National President’s Scholarship • • • • •

Scholarship Award: $5,000 Field of Study: Open GPA: 3.0 GPA or higher Institution: Open Grade Level: Freshman to Graduate

Nancy Griffin Legacy Endowment • • • • •

Scholarship Award: $2,500 Field of Study: Open GPA: at least a 3.0 GPA Institution: Open Level: Freshman to Graduate

SBMEF GUIDELINES

Virginia Long AAC Chairmain

SBMEF STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

NATIONAL SCHOLARSHIPS FOR THE 2021-2022 AWARD YEAR DEADLINE to apply online for National Scholarships is May 15, 2022 (www.sbmef.org)

National Scholarship in Honor of First Responders

National Scholarship in Memory of Beloved Member, Sheri Parrack

Portland Community College/ Portland Rose Chapter Scholarship

• Scholarship Award: $2,500 • Scholarship Awards: Texas Motor Transportation Consultants, is aatprofessional • Field of Study: Medical • Scholarship Award: $3,500* LLC (TMTC) 2 awarded $2,000 each registration, tax and title company• dedicated to serving companies, (nurse, tech) Field of Study: Open individuals, • transportation Field of Study: Must be enrolled banking in institutions, leasing and rental corporations in motor vehicle tax law and regulatory • GPA: 3.0 GPA or higher • GPA: 3.0 GPA or higher the PCC Landscaping Technology • Institution: Open compliance in 48 •states. Institution: Open Program • Grade Level: Freshman • Grade Level: Freshman • GPA: 3.0 GPA or higher TMTC has provided specialized services since 1980 and represents over 326 years of to Graduate to Graduate • Institution: Portland Community

combined experience.

*This scholarship is contingent

College, Portland Oregon

Sheri L. Parrack, and Lisa L.• Parrack-Keith, and Grade Level: 1st orVice 2nd President/CFO Year uponFounder/President funding their entire team of professionals want the opportunity to earn your business. Put TMTC to work for you by calling 713.957.4088 today.

Members of Houston Area Professional Express Network (HAPEN) Make a Donation to SBMEF at www.sbmef.org and Like SBMEF on Facebook https://www.facebook.com/ABWASBMEF

SBMEF STEPHEN BUFTON BUFTON MEMORIAL MEMORIAL EDUCATIONAL STEPHEN EDUCATIONALFUND FUND

STEPHEN BUFTON MEMORIAL EDUCATIONAL FUND

SBMEF CONTRIBUTION FORM Date submitted:________________

Contributor’s Name:_________________________________________________________________ Name of League:_________________________________________________________________________ Address of Contributor:__________________________________________________________________ ______________________________________________________________________________________ Phone: _____________________________ E-mail:____________________________________________

Amount of contribution: _______________________________ Apply contribution to (if more than one, indicate amount for each): General Fund _______________________ Business Skills Tuition Reimbursement ________________________ Impact Scholarship _______________________ Impact Student Membership _______________________ Giving Tuesday ___________________________ Ambassador Scholarship ___________________ Contribution given in memory of: (please print first and last name) ________________________________________________________________ To request a gift acknowledgement to be sent in memory, please supply the name and address of recipient: ______________________________________________________________________________________ _______________________________________________________________________________________ Stephen Bufton Memorial Educational Fund (SBMEF) P.O. Box 4757 Overland Park, Kansas 66204-0757 Direct inquiries to webmail@abwa.org or 913-732-5100

BEST PRACTICES

Virginia Long AAC Chairmain

A M E R I C A N B U S I N E S S W O M E N ’S A S S O C I AT I O N C H A N G I N G WO M E N ' S L I V E S . . . O N E WO M A N AT A T I M E . ™

2021-2022

Guide to

B E S T P R AC T I C E S I N L E AG U E M A N AG E M E N T

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Leaving a Legacy for the Next Generation of Women

CONTENTS ABWA’s Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 ABWA’s Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 ABWA’s Proud Code of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 The Best Practices Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Four Reasons to Choose the Best Practices Approach . . . . . . . . 3

CRITERIA FOR BEST PRACTICES 2021-2022 AWARD YEAR

• Level I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 • Level II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 • Level III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

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The Mission Statement for the American Business Women’s Association The mission of the American Business Women’s Association is to bring together businesswomen of diverse occupations and to provide opportunities for them to help themselves and others grow personally and professionally through leadership, education, networking support, and national recognition.

Set of Core Values for the American Business Women’s Association Our core values are the foundation for which the American Business Women’s Association (ABWA) was founded on in 1949. They’re reflective of the ethos of the ABWA culture and have been integral to creating an enduring and supportive community for generations of women in the workplace. 1.

Selfless Leadership – Be committed to doing the right thing, always. Be transparent in your actions even when no one is looking!

Building Community – Be committed to creating sustainable ABWA communities where women can connect, learn, and grow together.

Value and Seek Diversity – Be committed to recruiting new members from diverse cultures, ages, work industries and experiences.

Manage for Innovation and Excellence – Be committed to original thinking and delivering excellence in everything you do.

Lifelong Learning – Be committed to enhancing your own business knowledge, skills, and acumen. Be unafraid to make mistakes, iterate, err and try again.

Focus on Facts and Own Results – Be committed to using “data” to drive your decisions and actions and be accountable for your performance, good and bad.

Choose to Make a Difference – Be committed to unlocking a member’s potential and inspiring/motivating her to become the best version of herself.

Celebrate – Be committed to celebrating members’ achievements.

ABWA’s Proud Code of Conduct The Proud Code of Conduct was developed as a means of guiding all members in making ethical decisions. The broad statements of the code of conduct that are listed below are not expected to cover all conduct for all situations. This is why the Proud Code of Conduct was created as a living and fluid code. • As an ABWA member, I will serve as a goodwill Ambassador for the American Business Women’s Association. • As an ABWA member, I will adhere to the Association’s Bylaws and comply with the Association’s Brand Guidelines. • As an ABWA member, I will not use my personal power or influence to advance my own interests.

• As an ABWA member, I will not allow my personal beliefs or convictions to alienate other members, prospective members, and sponsors at any level of the ABWA organization (local, regional or national). • As an ABWA member, I will always treat member colleagues, the ABWA National Team, guests, speakers, vendors and sponsors with dignity and respect.

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The Best Practices Approach ABWA’s Chapters and Express Networks provide members a place to belong, to convene, to converse, to create expectations of themselves and each other, and a place to achieve, in what business author Peter Block defines as, “a community of aliveness.” Since 1954, ABWA’s Best Practices Approach has evolved to reflect the current business environment. Best Practices in League Management is built on core concepts and business practices. As such, by embracing the Best Practices Approach, ABWA members will increase their business acumen, thus their competitive advantage in business.

Four Reasons to Choose the Best Practices Approach 1.

The Best Practices Approach provides league leaders with a structured framework for managing and guiding their strategic direction and initiatives within Association Guidelines (Association Bylaws, Policies and Procedures), ensuring that each league and its members achieve their full potential.

The Best Practices Approach requires members to draw upon their collective wisdom, knowledge, and skills in a collaborative style as they identify opportunities and solve challenges impacting their league. The situational opportunities and challenges identified by the league’s membership will require the practice of a variety of skill sets—planning, budgeting, time management, goal setting, fiscal management, public speaking, written communication, negotiations, and meeting facilitation—in order to achieve the desired outcomes.

The Best Practices Approach provides members with a safe and supportive culture to learn, rehearse, and master skill sets that are valued in business today.

The Best Practices Approach ensures the sustainability of your league for future generations of working women.

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LEVEL I

Criteria for Best Practices 2021-2022 Award Year To qualify for Best Practices Level I, an ABWA league must have been chartered for at least one complete Award Year (from Aug. 1 of the previous year through July 31 of the current year), and must be able to demonstrate that they have met the requirements for this award as outlined in pages 5-7. Your league’s Best Practices submission must be postmarked by July 31, 2022.

LEVEL I Criteria for Best Practices MEMBERSHIP CRITERIA To fulfill the Best Practices criteria for membership, your league must have:

• a minimum of fifty (50) primary members in good standing on the group’s roster on July 31, 2022. Note: All dues that expire on or before July 31 must be renewed by July 30 to be included in the membership count, and have recruited at least ten (10) new members in the current award year (Aug. 1, 2021-July 31, 2022).

LEAGUE IN GOOD STANDING To fulfill the Best Practices criteria for good standing, your league must have: • filed league’s 990-N tax return by Dec. 15, 2021 (requirement of the federal government). • officers and committee chairs that are in good standing (current with national and local dues). • reported all officers to ABWA National on or before June 30, 2021. • paid ABWA National $125 for your liability insurance on or before June 30, 2021. • submitted website listing/hosting agreement to ABWA National by June 30, 2021. • reported all committee chairs to ABWA National by August 15, 2021. • all officer positions filled in accordance to the League Bylaws. a. Members must elect their officers to serve in the positions as defined in Article V, Section 1 of the League Bylaws. a1. For Chapters, there are four (4) positions that must be elected by the membership (president, vice president, secretary and treasurer). a2. For Express Networks, there are seven (7) positions that must be elected by the membership (president, president elect, vice president of finance, vice president of communications, vice president of programming, vice president of membership, vice president of marketing/public relations). b. One additional officer (for a total of five (5) officers) may be elected to serve on a Chapter’s Executive Board; whereas two additional officers (for a total of nine (9) officers) may be elected to serve on an Express Network’s Executive Board. c. If a league chooses to add an additional officer position to their Executive Board, they must first vote on the position title and the job description prior to election of all officers at a business meeting with a quorum of eligible members in attendance.

LEVEL I Criteria for Best Practices (continued) ANNUAL PLANNING, To fulfill the Best Practices criteria for annual planning and budgeting, and standing BUDGETING, AND rules, your league must have: • minimum of ten (10) members that have completed the Member Interest STANDING RULES Survey (MIS) for the 2021-2022 Award Year. Aggregate results of the MIS should be reviewed in advance of determining the annual curriculum. • created a vision statement for your league and posted the vision statement to your league’s Community Connections Team Board. • completed the GAP Analysis and the GAP chart for your league. • completed a Competitive Analysis of women-centered organizations in the community where your meetings are hosted. • developed an annual business plan, action items, budget, and executive summary (refer to ABWA’s Annual Plan Informational Guide). • voted on the league’s Standing Rules (including adopting ABWA’s Proud Code of Conduct and Core Values).

LEAGUE CURRICULUM To fulfill the Best Practices criteria for curriculum, your league must have: • sponsored seven (7) primary members to attend either a regional and/or national conference event in the 2021-2022 Award Year. • scheduled and delivered a minimum of nine (9) professional development programs that are 45 minutes in length. Regular monthly meetings may be a combination of in-person, virtual, or hybrid gatherings. • a league representative attended at least one Just in Time Webinar, hosted by ABWA National in the 2021-2022 Award Year. • provided an annual training session on how to access their league resources, update member profile in Community Connections, and register for courses in the Apex Campus. • hosted at least one fund-raising event to the offset league’s operational expenses.

MEMBER AND LEAGUE To fulfill the Best Practices criteria for recognition, your league must have: • at least three (3) members (with a primary affiliation to the league) must RECOGNITION be present to accept the award at the 2022 National Women’s Leadership Conference. • selected a 2021-2022 Woman of the Year and notified Jill Miller, ABWA National, at jmiller@abwa.org. • nominated a Top Ten Business Woman of ABWA and submitted their application for this award to ABWA National by May 15, 2022. (optional) • recognized at least one Protégé Recipient. (if applicable)

LEVEL I Criteria for Best Practices (continued) MAINTAINING THE To fulfill the Best Practices criteria for maintaining the ABWA Brand your league must ABWA BRAND have adhered to ABWA’s Brand Standards in all Broadcast (television and radio), Print

(newspapers, magazines, signs, flyers, promotional items and billboards) and Digital (social networks, podcasts, blogs, website and email) media. Including, but not limited, to have: • created a promotional brochure for your league.

• created and maintained a website for your league that is in accordance to ABWA’s Brand Guidelines for websites (usage of logo, mission statement and other Association trademarked and copyrighted materials). • created an official Facebook and Instagram page that is in accordance to ABWA’s Brand Guidelines; i.e. “ABWA - Name of League” and compliant logo usage. • published and distributed a minimum of four (4) newsletters during the current Award Year that includes: a. The ABWA logo paired with the league’s name. b. The ABWA Proud Code of Conduct. c. A listing of the upcoming meetings/event. d. League’s contact information.

THE DOCUMENTS LISTED BELOW MUST BE UPLOADED TO YOUR LEAGUE’S TEAM BOARD IN COMMUNITY CONNECTIONS BY JULY 31, 2022. • Newsletters (League) should include a minimum of four (4) league newsletters published in the Award Year. • Annual Plan (League) should include: Annual Plan, Budget, GAP Analysis, and Standing Rules. Team Charter is optional.

LEVEL II

Criteria for Best Practices 2021-2022 Award Year To qualify for Best Practices Level II, an ABWA league must have been chartered for at least one complete Award Year (from Aug. 1 of the previous year through July 31 of the current year), and must be able to demonstrate that they have met the requirements for this award as outlined in pages 9-11. Your league’s Best Practices submission must be postmarked by July 31, 2022.

LEVEL II

LEVEL II Criteria for Best Practices MEMBERSHIP CRITERIA To fulfill the Best Practices criteria for membership, your league must have: • a minimum of forty (40) primary members in good standing on the group’s roster on July 31, 2022. Note: All dues that expire on or before July 31 must be renewed by July 30 to be included in the membership count, and have recruited at least eight (8) new members in the current award year (from Aug. 1, 2021-July 31, 2022).

LEVEL II

LEVEL II Criteria for Best Practices (continued) ANNUAL PLANNING, To fulfill the Best Practices criteria for annual planning and budgeting, and standing BUDGETING, AND rules, your league must have: • minimum of ten (10) members that have completed the Member Interest STANDING RULES Survey (MIS) for the 2021-2022 Award Year. Aggregate results of the MIS should be reviewed in advance of determining the annual curriculum. • created a vision statement for your league and posted the vision statement to your league’s Community Connections Team Board. • completed the GAP Analysis and the GAP chart for your league. • completed a Competitive Analysis of women-centered organizations in the community where your meetings are hosted. • developed an annual business plan, action items, budget, and executive summary (refer to ABWA’s Annual Plan Informational Guide). • voted on the league’s Standing Rules (including adopting ABWA’s Proud Code of Conduct and Core Values).

LEAGUE CURRICULUM To fulfill the Best Practices criteria for curriculum, your league must have: • sponsored five (5) primary members to attend either a regional and/or national conference event in the 2021-2022 Award Year. • scheduled and delivered a minimum of nine (9) professional development programs that are 45 minutes in length. Regular monthly meetings may be a combination of in-person, virtual, or hybrid gatherings. • a league representative attended at least one Just in Time Webinar, hosted by ABWA National in the 2021-2022 Award Year. • provided an annual training session on how to access their league resources, update member profile in Community Connections, and register for courses in the Apex Campus. • hosted at least one fund-raising event to the offset league’s operational expenses.

MEMBER AND LEAGUE To fulfill the Best Practices criteria for recognition, your league must have: • at least two (2) members (with a primary affiliation to the league) must RECOGNITION

be present to accept the award at the 2022 National Women’s Leadership Conference.

• selected a 2021-2022 Woman of the Year and notified Jill Miller, ABWA National, at jmiller@abwa.org. • nominated a Top Ten Business Woman of ABWA and submitted their application for this award to ABWA National by May 15, 2022. (optional) • recognized at least one Protégé Recipient. (if applicable)

LEVEL II

LEVEL II Criteria for Best Practices (continued) MAINTAINING THE To fulfill the Best Practices criteria for maintaining the ABWA Brand your league must ABWA BRAND have adhered to ABWA’s Brand Standards in all Broadcast (television and radio), Print

LEVEL III

Criteria for Best Practices 2021-2022 Award Year To qualify for Best Practices Level III, an ABWA league must have been chartered for at least one complete Award Year (from Aug. 1 of the previous year through July 31 of the current year), and must be able to demonstrate that they have met the requirements for this award as outlined in pages 13-15. Your league’s Best Practices submission must be postmarked by July 31, 2022.

LEVEL III

LEVEL III Criteria for Best Practices MEMBERSHIP CRITERIA To fulfill the Best Practices criteria for membership, your league must have: • a minimum of thirty (30) primary members in good standing on the group’s roster on July 31, 2022. Note: All dues that expire on or before July 31 must be renewed by July 30 to be included in the membership count, and have recruited at least six (6) new members in the current award year (from Aug. 1, 2021-July 31, 2022).

LEVEL III Criteria for Best Practices (continued) ANNUAL PLANNING, To fulfill the Best Practices criteria for annual planning and budgeting, and standing BUDGETING, AND rules, your league must have: • minimum of ten (10) members that have completed the Member Interest STANDING RULES Survey (MIS) for the 2021-2022 Award Year. Aggregate results of the MIS should be reviewed in advance of determining the annual curriculum. • created a vision statement for your league and posted the vision statement to your league’s Community Connections Team Board. • completed the GAP Analysis and the GAP chart for your league. • completed a Competitive Analysis of women-centered organizations in the community where your meetings are hosted. • developed an annual business plan, action items, budget, and executive summary (refer to ABWA’s Annual Plan Informational Guide). • voted on the league’s Standing Rules (including adopting ABWA’s Proud Code of Conduct and Core Values).

MEMBER AND LEAGUE To fulfill the Best Practices criteria for recognition, your league must have: • at least one (1) member (with a primary affiliation to the league) must RECOGNITION

be present to accept the award at the 2022 National Women’s Leadership Conference.

202 11 9-2022 0 A B WA G U I D E T O B E S T P R A C T I C E S I N T H E A M E R I C A N B U S I N E S S W O M E N ’ S A S S O C I AT I O N

LEVEL III Criteria for Best Practices (continued) MAINTAINING THE To fulfill the Best Practices criteria for maintaining the ABWA Brand your league must ABWA BRAND have adhered to ABWA’s Brand Standards in all Broadcast (television and radio), Print

CHAPTER BYLAWS

Virginia Long AAC Chairmain

Chapter Bylaws Rules, Policies and Procedures 2021-2022 Award Year

This is the official Officer and Committee Guide for chartered Chapters of the American Business Women’s Association. This document provides detailed information regarding Chapter Management including: Chapter Bylaws, Officer Responsibilities, Voting, Definitions, Policies and Procedures specific to the Association.

Table of Contents

Mission Statement, Proud Code of Conduct, Core Values

Page 3

District Map

Page 3

Definitions of a Quorum and a Majority

Page 21

Glossary of Acronyms, Frequently Used Terms and League

Page 27-28

Standing Rules, Chapter Bylaws, Policies and Procedures

Pages 14-26

 Election, Installation and Transition of Officer’s Rules

Pages 15-18

 Deactivation of a League

Page 19

 Federal Employer Identification Number and Tax Exempt Requirements

Page 19

 Chapter’s Finances

Page 19

 Lobbying

Page 19

 Logos, Registered Trademark and Intellectual Property

Page 20

 Mailing List

Page 20

 Membership Pin

Page 20

 New Member Installation

Page 20

 Parliamentary Definitions and Procedures

Pages 21-22

 Probation of a League

Page 22

 Records Retention

Page 23

 Secondary Membership in a League

Page 23

 Transfer of Membership

Page 23

 Vacant Officer Position

Page 23

 Virtual Business Meetings

Page 23

 Raffles, Casino Nights and Sweepstakes

Page 24-26

Forward This document is intended to be a guide for league leaders and for members affiliated with a Chapter. If you need additional guidance, contact the ABWA National Team at webmail@abwa.org.

Mission Statement The mission of the American Business Women’s Association is to bring together businesswomen of diverse occupations and to provide opportunities for them to help themselves and others grow personally and professionally through leadership, education, networking support and national recognition.

Proud Code of Conduct The Proud Code of Conduct was developed as a means of guiding all members in making ethical decisions. The broad statements of the code of conduct that are listed below are not expected to cover all conduct for all situations. This is why the Proud Code of Conduct was created as a living and fluid code. • As an ABWA member, I will serve as a goodwill Ambassador for the American Business Women’s Association. • As an ABWA member, I will adhere to the Association’s Bylaws and comply with the Association’s Brand Guidelines. • As an ABWA member, I will not use my personal power or influence to advance my own interests.

Core Values Our core values are the foundation for which the American Business Women’s Association (ABWA) was founded on in 1949. They’re reflective of the ethos of the ABWA culture, and have been integral to creating an enduring and supportive community for generations of women in the workplace. 1. Selfless Leadership – Be committed to doing the right thing, always. Be transparent in your actions even when no one is looking! 2. Building Community – Be committed to creating sustainable ABWA communities where women can connect, learn, and grow together. 3. Value and Seek Diversity – Be committed to recruiting new members from diverse cultures, work industries and experiences. 4. Manage for Innovation and Excellence – Be committed to original thinking and delivering excellence in everything you do. 5. Lifelong Learning – Be committed to enhancing your own business knowledge, skills, and acumen. Be unafraid to make mistakes, iterate, err and try again. 6. Focus on Facts and Own the Results – Be committed to using “data” to drive your decisions and actions, and be accountable for your performance, good and bad. 7. Choose to Make a Difference – Be committed to unlocking a member’s potential and inspiring/motivating her to become the best version of herself. 8. Celebrate – Be committed to celebrating members’ achievements.

Organization of the Association by Districts The Association is divided into six geographical regions. Each region is comprised of national members, and national members affiliated with a league (Chapter/Express Network). Each region is represented by a District Vice President. Members cast their vote for their district (District Vice President) and the Officers of the National Board of Directors at the annual National Women’s Leadership Conference (NWLC).

Chapter Bylaws Revised 6/11/2021 11:16 AM 3

Standard Chapter Bylaws, Rules and Procedures Each Chapter of the American Business Women’s Association is a local league as set forth in the National Bylaws as established by the National Board of Directors. By accepting a charter from the National Association, a Chapter agrees to comply with the National Bylaws, Chapter Bylaws, ABWA’s Proud Code of Conduct; Core Values, and the rules, policies and procedures outlined in this document. Chapter Bylaws are STANDARD for all Chapters with the exception of the Articles I, III, VI. The new Chapter organization (at its chartering ceremony or at its first regular Chapter business meeting) may vote on the Chapter’s name, the amount of its local dues, and the day, month and time of its regular monthly meeting in accordance to the provisions outlined in Articles I, III and VI of the Chapter Bylaws. The members affiliated with a Chapter may choose to change its name upon the approval of its membership and ABWA National. To conduct a business meeting on behalf of the Chapter members, there must be a quorum of eligible members in attendance. Moreover, each motion presented must receive a majority of votes. Business meetings may be conducted in person or virtually. If the business meeting is conducted virtually, all members eligible to participate must be on the same platform at the same time during the time of the meeting and any votes taken. More information about hosting a virtual business meeting can be found on page 23. ARTICLE I: Name of the Chapter, city, and state ARTICLE III: Section 2: Amount of the Chapter’s local dues for primary and secondary members ARTICLE VI: Section 2: Day of the month, the time and the location of a Chapter’s regular monthly meeting For situations NOT covered in the Chapter’s Bylaws, rules, procedures and policies; the league may draft Standing Rules to accommodate for the Chapter’s individuality however, the Standing Rules do not replace or ratify the Association’s Bylaws with the exception of Articles I, III and VI as noted above.

ARTICLE I. Name The name of this Chapter shall be: CHAPTER NAME: _________________________________________ CITY: ________________________________________ STATE: _______________________________________

ARTICLE II. Chapter Goals The general goal of a Chapter is to increase the business acumen of its members; to improve the earning power of its members; to assist members in securing employment; advance members in a social, business and educational way; and to assist women in their community to better themselves through personal and professional development.

ARTICLE III. Members Section 1. Chapter membership is a valued privilege. Candidates for membership in this Chapter shall meet the requirements set forth in the National Bylaws. Section 2. The monthly dues of this Chapter for a primary member shall be $_____, payable in advance of participation to the (name of Chapter) and submitted to the Chapter’s Treasurer. Section 2a. The monthly dues for a secondary member shall be $_____, payable in advance of participation to the (name of Chapter) and submitted to the Chapter’s Treasurer.

Section 3. Only members in good standing (both nationally and locally) shall be eligible to participate in a Chapter business meeting or serve in Chapter leadership positions (e.g., Executive Board, Chair/Committee Positions), or participate in Chapter related activities reserved for members only. Any member who is not current with their National and/or Chapter dues upon their renewal date shall be deactivated whereby their member benefits and privileges will cease to exist until such time their membership is reactivated. Deactivated members are removed from the Chapter’s membership roster and their Community Connections Team Board.

ARTICLE IV. Executive Board Section 1. The Executive Board of the Chapter shall consist of four Chapter officers (President, Vice President, Secretary, Treasurer). The President shall act as chair of the Chapter’s Executive Board. Section 2. The Executive Board is legally responsible for the governance of the Chapter, setting the strategic direction, initiatives, and establishing the policies and procedures for the Chapter that are in accordance to the Association’s Bylaws in order to bring about the league’s vision. © 2021-2022 ABWA Management LLC (11:16 AM6/11/2021) 4

Standard Chapter Bylaws, Rules and Procedures ARTICLE IV. Executive Board (cont’d) The Executive Board shall have general supervision over the affairs of the Chapter between business meetings, set the time and place of Executive Board meetings, make recommendations to the Chapter membership and perform other duties as specified in these bylaws. The Executive Board shall constitute Chapter authority in deciding matters of Chapter policies and procedures not otherwise decreed. The majority of the Executive Board shall constitute a quorum for the transaction of all business at Executive Board meetings. The Executive Board shall meet once a month on a specified date before each regular Chapter meeting. Special Meetings of the Executive Board may be called by the President or may be called upon the request of three members of the Executive Board. All Executive Board meetings may be done in person, or via a virtual meeting platform (e.g., Zoom, Facetime, GotoMeeting, etc.). The President shall be the presiding officer of the meeting. In the absence of the President, the Vice President shall preside, and in the absence of both the President and the Vice President, the Secretary will act as the presiding officer. Minutes of the Executive Board meetings taken by the Secretary and shall be kept in a permanent file, stored in a secure location and is readily accessible in the event of an audit by the city, state or federal government.

It is the responsibility of each Executive Board member to be informed at all times about the Association’s Bylaws, nationally sponsored opportunities as well as the status of any committee that she sponsors during her term. Members of the Executive Board may attend meetings of, or receive reports from, the committees they sponsor, and shall be prepared to give a report of the activities and future plans of these committees in future Executive Board meetings. Any member of the Executive Board sponsoring a committee is ultimately responsible for the actions and performance of the committee she sponsors. The Executive Board shall report its recommendations and findings to the membership for discussion, action and vote when applicable. Business details which do not require the attention of the Chapter members should be managed through the action of the Executive Board thus, each regular monthly meeting thus, utilizing the monthly meeting time more wisely. The Executive Board shall have the authority to place a member as a “National member only” in the event a member does not pay her local dues. If and when this does occur, the Executive Board is responsible for notifying ABWA National in writing the name of the inactive member. Notification of a deactivated member should be directed to webmail@abwa.org and must include the member’s first and last name and the reason for her inactive status. Upon receipt of this notification, ABWA National will remove the member from the league’s roster and suspend the member’s access to the Chapter’s team board in Community Connections until such time, ABWA National is informed that the member’s status has changed. Nearing the end of the term, the outgoing officers shall deliver to their successors tax records, all financial/banking information (balance, P&L, A/P and A/R, bank account numbers, statements, checks, user login and passwords, and safety deposit key, etc.), league correspondences, active contracts, and all of the league’s property before July 31. The outgoing officers should also be prepared to assist the newly elected board in changing the bank and safety deposit signature cards immediately. In addition, outstanding invoices should be paid on or before the start of the new Award Year (August 1).

ARTICLE V. Officers Section 1. The officers of the Chapter shall be a President, Vice President, Secretary, Treasurer, and if necessary, one additional officer position with voting privileges may be added to the Executive Board. One additional board position may be added to the Executive Board if deemed necessary to achieve the league’s goals. If this should occur, the position should be included in the slate of officers presented to the membership by the Nominating Committee prior to the election of officers.

Section 2. A Nominating Committee, consisting of three Chapter members and shall be elected by the membership by March 31 whereas, an Auditing Committee, comprised of two or more non-board members, shall be appointed by the President at the first business meeting of the Award Year. These two business items, the Nominating Committee and the Auditing Committee may be addressed as early as the first business meeting of the new Award Year. Section 3. Generally speaking, all officers shall be elected in the month of May (the universal election period) by an anonymous ballot to serve for one term (August 1-July 31) or until their successors are elected. An open ballot method of voting may also be used if the slate of officer positions are running unopposed. The Executive Board’s term of office shall begin August 1. No member shall serve more than two consecutive full terms in the same office unless otherwise approved by ABWA National. Section 4. With the exception of the office of President, a vacancy in any other office shall be filled by a majority vote of the Executive Board. Should the office of President be vacated, the Vice President shall serve as the Chapter’s President through the end of the term (July 31). In the event the Vice President cannot serve as President, the Executive Board shall appoint a member to serve as the interim President until her successor takes office at some point in the future. Section 5. Officer Duties/Responsibilities (Refer to pages 6-9) Chapter Bylaws Revised 6/11/2021 11:16 AM 5

Standard Chapter Bylaws, Rules and Procedures Position Overview for PRESIDENT The President is the authorized volunteer leader of the Chapter and thus serves as the league’s liaison. She directs the officers, committees and members in achieving the Chapter’s goals in accordance to Article II of the Chapter Bylaws. She is responsible for maintaining the Chapter’s strength and vitality by striving to achieve Best Practices in League Management. She is also responsible for facilitating communication between ABWA National and the members affiliated with her Chapter. If she cannot maintain her membership and/or fulfill her duties for this position, she must resign her position.

Essential Requirements The President will: • Attend and preside over the monthly Executive Board meetings, Regular Monthly Meetings, Business and Special Meetings. • Prepare and distribute a written summary of activities/issues/progress on the Chapter’s goals to the Executive Board. • Serve as the Chapter’s primary point of contact. • Evaluate, negotiate and execute contracts on behalf of the Chapter. • Co-sign financial or legal transactions (e.g., speakers, vendors, hotel, meeting venue) on behalf of the Chapter. • Support the Treasurer in establishing and maintaining generally accepted accounting procedures for managing the Chapter’s funds. • Ensure the strength and vitality of the league by engaging in initiatives that will positively impact new member growth and membership retention. • Ensure the filing of their league’s 990-N on or before the filing deadline by Wednesday, December 15, 2021. • Provide support to the Vice President and Secretary in organizing two membership recruitment events that coincide with the Spring/Fall Membership Campaign periods. • Request a login password from Jill Miller (SBMEF Administrator) at jmiller@abwa.org if the Chapter chooses to sponsor/fund a scholarship through the Stephen Bufton Memorial Educational Fund.

Duties and Responsibilities Related to Maintaining Association Standards of Excellence The President will: • Strive to achieve Best Practices in League Management.  Be a member in good standing throughout her term (i.e., National and Chapter dues are current).  Ensure that all members serving on the Executive Board and/or as Committee Chairs remain in good standing (i.e., local and national dues are current) throughout their term.  Be knowledgeable about and maintain compliance with the Association’s Bylaws (National and Chapter), rules, policies, procedures, Proud Code of Conduct and Core Values.  Maintain compliance with the Chapter’s Standing Rules, Association Bylaws, Policies and Procedures.  Champion the Association’s brand standards by maintaining compliance with the use of ABWA’s intellectual property including; member lists, copyrighted materials and trademarks as outlined in the Brand Guide.  Maintain compliance with the Chapter’s Standing Rules.  Actively recruit new members and encourage the Chapter’s membership to recruit/sponsor new members during the Fall/Spring Membership Campaigns.  Attend at least one Just in Time web event hosted by ABWA National, and share information with Chapter members.  Attend at least one nationally sponsored event (regional or national conference) during her term.

Duties and Responsibilities Related to Annual Planning The President will: • Download and review the Association’s informational guides and resources in preparation for the planning session with the Executive Board (e.g., Member Interest Survey, Plan Guide, budget template, GAP Analysis, Best Practices Guide, etc.) from the National Resources in Community Connections. • Collaborate with the Executive Board to develop an annual plan, goals, action items and budget to be presented to the membership in the first quarter of the Award Year (August-October). • Collaborate with the Executive Board to amend Standing Rules to be presented to the membership for approval in the first quarter of the Award Year (August-October). • Appoint chairs of Standing committees and non-elected Special committees (with the exception of the nominating committee) by August 15. • Assign members of the Executive Board as sponsors of the Standing committees and in some instances Special committees.

Standard Chapter Bylaws, Rules and Procedures Position Overview for PRESIDENT (cont’d) Duties and Responsibilities Related to Monthly Meeting Chapter Management The President will: • Monitor, track and record the Chapter’s performance metrics regularly (e.g., progress to goals, finances, total membership, new members enrolled, 1st year member retention, member attrition, member attendance at meetings and special events). • Prepare and publish an agenda in advance of any Regular Monthly Chapter Meetings, Chapter’s Business Meetings, and Executive Board meetings. For business meetings, the agenda should include the motions being made, how the vote will be taken and if the meeting is virtual, the platform that will be used to host the meeting. • Serve as the presiding officer at all official Chapter meetings however, in the event you are unable to attend, assign the Vice President to preside over the meeting • Promote nationally sponsored events and benefits (e.g., the Achieve Newsletter, the Apex Campus’ complimentary courses, Career Connections job board, the District Facebook page, Summer Solstice Series and the Stephen Bufton Memorial Educational Fund) to league members. • Welcome and introduce new members, prospective members, speakers, guests and sponsors in attendance at the Chapter meetings. If preferred, she may choose to delegate this responsibility to another officer, or member.

Chapter Bylaws Revised 6/11/2021 11:16 AM 7

Standard Chapter Bylaws, Rules and Procedures Position Overview for VICE PRESIDENT The Vice President is responsible for assisting the President in fulfilling her responsibilities, overseeing committees and Chapter initiatives, recruiting new members, and serving as the hostess at monthly Chapter meetings.

Essential Requirements The Vice President will: • Attend monthly Executive Board meetings. • Prepare and distribute a written summary of activities/issues/progress on Chapter’s goals to the Executive Board. • Ensure the strength and vitality of the league by engaging in initiatives that will positively impact new member growth and membership retention. • Ensure the filing of their league’s 990-N on or before the filing deadline by Wednesday, December 15, 2021. • Assume all duties and responsibilities of the President in the President’s absence including presiding at a meeting and/ or if the President resigns before the end of her term.

Duties and Responsibilities Related to the Maintaining Association Standards of Excellence The Vice President will: • Strive to achieve Best Practices in League Management.  Be a member in good standing throughout her term (i.e., National and Chapter dues are current).  Ensure that all members serving on the Executive Board and/or as Committee Chairs remain in good standing (i.e., local and national dues are current) throughout their term.  Be knowledgeable about and maintain compliance with the Association’s Bylaws (National and Chapter), rules, policies, procedures, Proud Code of Conduct and Core Values.  Maintain compliance with the Chapter’s Standing Rules, Association Bylaws, Policies and Procedures.  Champion the Association’s brand standards by maintaining compliance with the use of ABWA’s intellectual property including; member lists, copyrighted materials and trademarks as outlined in the Brand Guide.  Actively recruit new members and encourage the Chapter’s members to recruit/sponsor new members during the Fall/Spring Membership Campaigns.  Provide support to the Membership Committee iin organizing and orchestrating two membership recruitment events.  Participate in at least one Just in Time web event hosted by ABWA National, and share information with the Chapter members  Attend at least one nationally sponsored event (regional or national conference) during her term.

Duties and Responsibilities Related to Annual Planning The Vice President will: • Download and review the Association’s informational guides and resources in preparation for the planning session with the Executive Board (e.g., Member Interest Survey, Plan Guide, budget template, GAP Analysis, Best Practices Guide, etc.) from the National Resources in Community Connections. • Collaborate with the Executive Board to develop an annual plan, goals, action items and budget to be presented to the membership in the first quarter of the Award Year (August-October). • Collaborate with the Executive Board to amend Standing Rules to be presented to the membership for approval in the first quarter of the Award Year (August-October). • Support the Membership Committee (a Standing Committee) in defining recruitment goals and the recruitment event to be orchestrated by the committee. • Serve as a sponsor for Standing Committees and/or Special Committees as needed.

Duties and Responsibilities Related to Monthly Meeting Chapter Management The Vice President will: • Monitor, track and record the Chapter’s performance metrics regularly (e.g., progress to goals, finances, total membership, new members enrolled, 1st year member retention, member attrition, member attendance at meetings and special events). • Coordinate with venue representative to reserve a monthly meeting space when hosting an in-person Chapter event. • Schedule and facilitate new member orientation immediately following the Spring and Fall membership campaigns. • Promote nationally sponsored events and benefits (e.g., the Achieve Newsletter, the Apex Campus’ complimentary courses, Career Connections job board, the District Facebook page, Summer Solstice Series and the Stephen Bufton Memorial Educational Fund ) to league members. • Serve as a greeter at monthly meetings, welcoming members and guest alike if an in-person event. • If called upon by the President, the Vice President may assist in the introduction of new members, prospective members, speakers, guests and sponsors at Chapter functions as needed. • Manage other operational duties as assigned. © 2021-2022 ABWA Management LLC (11:16 AM6/11/2021) 8

Standard Chapter Bylaws, Rules and Procedures Position Overview for SECRETARY The Secretary is responsible for transcribing Chapter and Board meeting minutes and any official Chapter correspondence. She also assists the Vice President in her hostess duties, and organizing and promoting membership campaigns and membership recruitment. If the Treasurer position becomes vacant, she will also fulfill the duties of the Treasurer until such time, by a majority vote, the Executive Board appoints another member to serve in the vacant position until the end of the term.

Essential Requirements The Secretary will: • Attend monthly Executive Board meetings. • Prepare and distribute a written summary of activities/issues/progress on goals to the Executive Board. • Mail officer election report, web site hosting/listing documents and the names/positions of members appointed as committee chairs to ABWA National. • Conduct general correspondence for the Chapter and share correspondence with the membership. • Report changes in officers, committee chairs, web site URL, and meeting venue by email to ABWA National at webmail@abwa.org. • Ensure the filing of their league’s 990-N on or before the filing deadline by Wednesday, December 15, 2021. • Preside at Chapter meetings in the absence of the President and the Vice President. • Ensure the strength and vitality of the league by engaging in initiatives that will positively impact new member growth and membership retention. • Memorialize each regular monthly, business and board meeting and maintain a permanent file of all meeting minutes and records for the Chapter.

Duties and Responsibilities Related to Maintaining Association Standards of Excellence The Secretary will: • Strive to achieve Best Practices in League Management.  Be a member in good standing throughout her term (i.e., national and Chapter dues are current).  Ensure that all members serving on the Executive Board and/or as Committee Chairs remain in good standing (i.e., local and national dues are current) throughout their term.  Be knowledgeable about and maintain compliance with the Association’s Bylaws (National and Chapter), rules, policies, procedures, Proud Code of Conduct and Core Values.  Maintain compliance with the Chapter’s Standing Rules, Association Bylaws, Policies and Procedures.  Champion the Association’s brand standards by maintaining compliance with the use of ABWA’s intellectual property including; member lists, copyrighted materials and trademarks as outlined in the Brand Guide.  Actively recruit new members and encourage the Chapter’s membership to recruit/sponsor new members during the Fall/Spring Membership Campaigns.  Participate in at least one Just in Time web event hosted by ABWA National, and share with the Chapter members.  Attend at least one nationally sponsored event (regional or national conference) during her term.

Duties and Responsibilities Related to Annual Planning The Secretary will: • Download and review the Association’s informational guides and resources in preparation for the planning session with the Executive Board (e.g., Member Interest Survey, Plan Guide, budget template, GAP Analysis, Best Practices Guide, etc.) from the National Resources in Community Connections. • Collaborate with the Executive Board to develop an annual plan, goals, action items and budget to be presented to the membership in the first quarter of the Award Year (August-October). • Collaborate with the Executive Board to amend Standing Rules to be presented to the membership for approval in the first quarter of the Award Year (August-October). • Support the Membership Committee (a Standing Committee) in defining recruitment goals and the recruitment event to be orchestrated by the committee. • Serve as a sponsor for other Standing Committees and/or Special Committees as needed. • Upload approved Plan, Budget and Standing Rules to the league’s resources in Community Connections.

Duties and Responsibilities Related to Monthly Meeting Chapter Management The Secretary will: • Record the minutes of all meetings of the Chapter and its Executive Board. Note: The minutes should also include the names of the members in attendance. • Obtain approval of meeting minutes from the Executive Board before publishing them to the membership. • Report the name(s) of deceased members or deactivated members to ABWA National via webmail@abwa.org. • Report status changes for officers or committee chairs in writing to ABWA National via webmail@abwa.org. • Promote nationally sponsored events and benefits (e.g., the Achieve Newsletter, complimentary Apex Courses, Career Connections job board, District Facebook page, Summer Solstice Series, etc.) Chapter Bylaws Revised 6/11/2021 11:16 AM 9 to league members.

Standard Chapter Bylaws, Rules and Procedures Position Overview for TREASURER The member serving as the Treasurer is considered the custodian of the Chapter’s financial records and is responsible for all Chapter money. She is one of the co-signers for all checks. She advises the Executive Board and members on Chapter finances, and budget related matters.

Essential Requirements The Treasurer will: • Attend monthly Executive Board meetings. • Manage accounts receivable and payable. • Collect money, make deposits and issue receipts in a timely manner. • Reconcile the Chapter’s monthly bank statements. • Disburse money as approved by the Chapter with a countersigned check (President and Treasurer). • Prepare income statements, and reports for accounts receivable, accounts payable, and bank balance monthly. • Submit financial reports to the Executive Board monthly at each board meeting. • Prepare and distribute a written summary of activities/issues/progress on goals to the Executive Board. • Submit financial records to the Executive Board in preparation for an audit before the end of her term • Ensure the filing of their league’s 990-N on or before the filing deadline by Wednesday, December 15, 2021. • (typically in early July) or at any time upon the request of the membership and/or Executive Board.

Duties and Responsibilities Related to Maintaining Association Standards of Excellence The Treasurer will: • Strive to achieve Best Practices in League Management.  Be a member in good standing throughout her term (i.e., National and Chapter dues are current).  Ensure that all members serving on the Executive Board and/or as Committee Chairs remain in good standing (i.e., local and national dues are current) throughout their term.  Be knowledgeable about and maintain compliance with the Association’s Bylaws (National and Chapter), rules, policies, procedures, Proud Code of Conduct and Core Values.  Maintain compliance with the Chapter’s Standing Rules, Association Bylaws, Policies and Procedures.  Champion the Association’s brand standards by maintaining compliance with the use of ABWA’s intellectual property including; member lists, copyrighted materials and trademarks as outlined in the Brand Guide.  Actively recruit new members and encourage the Chapter’s membership to recruit/sponsor new members during the Fall/Spring Membership Campaigns.  Attend at least one Just in Time web event hosted by ABWA National, and share information with Chapter members.  Attend at least one nationally sponsored event (regional or national conference) during her term.

Duties and Responsibilities Related to Annual Planning The Treasurer will: • Download and review the Association’s informational guides and resources in preparation for the planning session with the Executive Board (e.g., Member Interest Survey, Plan Guide, budget template, GAP Analysis, Best Practices Guide, etc.) from the National Resources in Community Connections. • Collaborate with the Executive Board to develop an annual plan, goals, action items and budget to be presented to the membership in the first quarter of the Award Year (August-October). • Collaborate with the Executive Board to amend Standing Rules to be presented to the membership for approval in the first quarter of the Award Year (August-October). • Prepare and submit a proposed budget to the Executive Board prior to presenting to the membership for approval. • Establish and document policies and processes for retaining financial records.

Duties and Responsibilities Related to Monthly Meeting Chapter Management The Treasurer will: • Collect money for Chapter meetings/events, and provides receipts. • Notify a member in writing that her privileges with the Chapter have been suspended because she is not current with her national/local dues. • Send a copy of the delinquent notification to the Executive Board, membership chair, and ABWA National. • Post budget and bank balance in Community Connections monthly.

Standard Chapter Bylaws, Rules and Procedures ARTICLE VI. Meetings Section 1. Regular Meetings are the normal periodic gatherings of the Chapter to transact business, typically held at regular monthly intervals whereas Special Meetings are the opposite, convened only to consider one or more items of business specified in the notice of the meeting. Section 2. Regular Meetings shall be the _____ (day of the month), and shall usually consist of a networking, professional development program, recognition (when applicable) and may include a brief business meeting. The members shall be notified in advance of the time, place, duration and the meeting format for each scheduled Chapter Business meeting. Section 3. Special Meetings may be called by the President or by the Executive Board and shall be called upon the written request of one-third of the members in good standing of the Chapter. The purpose of the meeting shall be stated in the notification. Except in the case of emergency, at least three days notice shall be given.

REGULAR MONTHLY MEETINGS may be hosted face to face, virtually or in a hybrid format whereas BUSINESS MEETINGs may be hosted in-person or virtually only.

Section 4. Quorum. In Business Meetings of the Chapter, at least one-third of the Chapter’s membership shall be necessary to constitute a quorum for the transaction of any Chapter business. Except as otherwise provided in these Bylaws, or by law, the act of the majority of the Chapter’s membership present at a business meeting where a quorum is present, shall be the act of the Chapter’s membership. *A motion passes if it receives a majority of votes by members eligible to vote, excluding blanks, or abstentions at a business meeting. Section 5. The right to vote is limited to Chapter members in good standing (both locally and nationally) who are in attendance at the meeting and at the time the vote is taken. Two meeting formats may be utilized when conducting a Business Meeting on behalf of the Chapter: 1) A face-to-face gathering (i.e., an in-person event) whereby all members are physically present in a specified venue/ location (church, restaurant, event center, park, etc.) or, 2) A business meeting may also be hosted virtually by video/visual conference (ZOOM) or by phone conference (conference call) whereby all members in attendance are using the same virtual meeting platform at the same time. In a business meeting that is hosted virtually, members in attendance are not required to see each other but they must be able to communicate verbally during the meeting (i.e., they can hear one another, and also be heard).

ARTICLE VII. Standing and Special Committees Section 1. The six Standing Committees shall be: 1) Membership Committee 2) Professional Development Committee 3) Fundraising/Advertising/Sponsorship Committee 4) Newsletter Committee 5) Publicity/Promotions Committee 6) Education (optional) Committee 7) Any other standing committee the Chapter deems necessary to achieve the Chapter goals (e.g., Best Practices Committee) Section 2. SPECIAL COMMITTEES shall include the Nominating Committee, Auditing Committee and any other special committees the Chapter shall deem necessary to achieve the goals of the Chapter. Special committees are elected and/or appointed. When the work of the committee is completed, and a final report is made, the committee automatically ceases to exist. Aside from the Nominating and Auditing Committees, special committees that may be considered are; Best Practices Committee, Scholarship Committee, Woman of the Year Committee and Top Ten Business Woman Nominee Committee. Special committees can meet as often as needed to fulfill the purpose for which they are appointed by the Executive Board. A description for both the Auditing and Nominating Committee are provided in the following section. The AUDITING Committee is is responsible for auditing the league’s financial records for the term, documenting its findings and providing a final written report to the league’s Executive Board. The audit report should be maintained in a secured location for tax purposes. An audit of the Chapter’s financials should be conducted in July, or if a vacancy occurs, or when otherwise deemed necessary by the Executive Board. The Auditing Committee is appointed by the President.

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Standard Chapter Bylaws, Rules and Procedures Section 2: Special Meetings (cont’d) The NOMINATING Committee’s primary function is to nominate one or more candidates for each office to be filled. The slate of candidates is presented to and voted on by the Chapter’s membership at a Business Meeting in the month of May, ABWA’s universal election period. The Nominating Committee can be elected anytime by a majority vote of the membership, preferably before March 31. With the exception of the President, any Chapter member in good standing may serve on this committee. Responsibilities include selecting a slate of one or more eligible candidates for each of the Chapter offices and reporting the slate of candidates at the election meeting. Nominations for this committee can be made from the floor by any Chapter member.

Section 3. All STANDING COMMITTEE chairs shall be appointed by the newly elected President ideally by August 15, and serve for a one-year term beginning August 1 through July 31.

The six Standing Committees are fund-raising/advertising/sponsorships, membership, newsletter, professional development, publicity/promotions and education (optional). Additional committees may be added if the Chapter deems it necessary to achieve their goals. A brief description of the six Standing Committees are provided in the following section. The MEMBERSHIP Committee is defined as a Standing Committee. The primary function of this committee is to collaborate with the Vice President and Secretary in maintaining the strength and vitality of the Chapter by organizing and hosting a minimum of two membership recruitment campaigns (Fall and Spring) that will attract prospective members and/or reclaim former members, and be responsible for organizing/hosting new member orientation events. The PROFESSIONAL DEVELOPMENT Committee is defined as a Standing Committee. The primary function of this committee is to create an annual curriculum to be delivered at the Regular Monthly Meetings. The committee shall utilize the aggregate results from the Member Interest Survey (MIS) as a compass when determining the annual curriculum (i.e, program topics). The committee shall secure programming within the budgetary guidelines, and speaker availability. Program information for each monthly meeting shall be submitted to the newsletter chair (e.g., the speaker’s name, photo, presentation title and overview, date and time) to be promoted in the league’s newsletter and its standard communication channels (website, social media, etc.). Committee chair will also inform Vice President about any technical requirements needed for each event which will be dependent on whether the meeting is hosted in-person, virtually or as a hybrid event. The NEWSLETTER Committee’s is defined as a Standing Committee. The primary function of this committee is to design, write, publish and distribute the Chapter newsletter to members, District Vice President and to ABWA National. The newsletter should be published quarterly and either mailed, emailed or posted in Community Connections. The newsletter committee is also responsible for printing and submitting a copy of all quarterly publications to the Executive Board to be included in the Chapter’s Best Practices Binder. The length of the newsletter is defined by the Chapter. The FUND-RAISING/ADVERTISING/SPONSORSHIP Committee is defined as a Standing Committee. The members of this committee are responsible for identifying and recommending opportunities that generate capital to fund the league’s operations within the guidelines of the Association, Federal and State government. Once annual projects are approved, the committee shall act to create and implement their revenue generating plan. The committee shall be responsible for monitoring their plan’s progress and for providing monthly status reports to the Executive Board. The PUBLICITY/PROMOTIONS Committee is defined as a Standing Committee. Members of this committee shall coordinate the development of a plan that increases the visibility of the Chapter using Broadcast (television and radio) Print (newspapers, magazines, signs, flyers, promotional items and billboards) and Digital (social networks, podcasts, website and email) and all awhile, maintaining compliance with ABWA’s brand standards. Lastly, the EDUCATION Committee is also defined as an optional Standing Committee for the purposes of sponsoring a Stephen Bufton Memorial Educational Fund (SBMEF) scholarship. The primary function of this committee is to serve as a liaison between the Chapter and the Administrator (Jill Miller) of the Stephen Bufton Memorial Educational Fund (SBMEF). The Education Committee shall: • Monitor the league’s contributions to SBMEF. • Manage the duties related to Impact Scholarships including the criteria for each Impact Scholarship sponsored. • Submit applicant(s) for the Business Skills Tuition Reimbursement (BSTR) program to jmiller@abwa.org. • Monitor scholarship applicant(s) completion of the online application process. • Report status on initiatives to the Chapter’s Executive Board.

Section 4. Committee chairs are empowered to select their committee members immediately upon their appointment.

The chairs shall provide the names of their committee members to the current and incoming (if applicable) secretary and membership chair promptly following their acceptance.

Standard Chapter Bylaws, Rules and Procedures ARTICLE VIII. Amendments With the exception of Articles I, III and VI, all proposed amendments to these bylaws shall be approved by ABWA National in advance. Any proposed amendment by members to the Chapter Bylaws requires an affirmative vote by the majority of the active Chapter members. Such amendments shall not conflict with the Association’s National Bylaws. Articles permissible to amend by every Chapter, every year are: ARTICLE I: Name of the Chapter, city, and state ARTICLE III: Section 2: Amount of the Chapter’s local dues for primary and secondary members ARTICLE VI: Section 2: Day of the month, the time and the location of a Chapter’s regular monthly meeting * ABWA National reserves the right to amend the Chapter Bylaws at its discretion.

ARTICLE IX. Status Section 1. A Chapter: • • • • • •

Shall be organized as not-for-profit 501(c)6. Must be supported by membership dues and other income generating activities that relates to its tax-exempt purpose. May not engage in any business of any kind that is ordinarily carried on for profit. Must reinvest all profits back into the Chapter to benefit the members affiliated with the Chapter. Profits/net earnings will not inure the benefit of any individual. Membership does not have specific ownership over the Chapter’s funds.

Section 2. If deactivation of a Chapter should occur by a majority vote of the membership, the top officer shall provide written notice to ABWA National via webmail@abwa.org, attention: Rene’ Street, Executive Director (rstreet@abwa.org) and Rose McLaughlin (rmclaughlin@abwa.org) whereby a list of deactivations procedures will be provided to the Chapter’s Executive Board and the members alike. Upon receipt of notification, ABWA National will provide the Executive Board with a check list of tasks to complete before the final closing. All funds remaining in the Chapter’s treasury may be used for National member dues, conference registrations for members affiliated with the Chapter and/or may donated to the Stephen Bufton Memorial Educational Fund.

Transfer of funds to another ABWA Chapter or any community based organization (e.g., Girl Scouts, YWCA) is not permissible.

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Standard Chapter Bylaws, Rules and Procedures Standing Rules Chapter Standing Rules are designed to cover situations not covered in the Association’s bylaws, rules, or procedures. A Chapter’s Standing Rules cannot conflict with the National, Chapter or Council Bylaws, and are not considered amendments to the bylaw(s), policies and procedures outlined in this document. Each Chapter may develop a list of Standing Rules covering areas specific to the league such as the eligibility criteria for the Protégé or the Chapter Woman of the Year Award, Business Skills Tuition Reimbursement and/or reimbursement on conference expenses. Standing rules are generally proposed by the Executive Board, however the Executive Board may delegate this task to a Special Committee. Standing Rules are voted on by the membership at a business meeting. Although a Chapter’s Standing Rules may be reviewed at any time, it may be convenient to do so during the newly Executive Board’s planning process. Outdated rules should be rescinded or modified. The newly elected President may opt to appoint a committee to review the current Standing Rules and make recommendations. Any changes or revisions to the league’s Standing Rules will require a majority vote by the league’s membership at a business meeting. Example of statements that are frequently included in a league’s Standing Rules are: • • • • • • • • • • • •

An officer position added to the Chapter’s Executive Board that will have voting privileges as a Board Member. The Executive Board may approve bills/expenses up to $___________without the approval of membership. Meal reservations not canceled within 48-hours of the event will be billed to the member. he Express Network will adopt ABWA’s Proud Code of Conduct and Core Values. Allocate up to $_______for an outgoing President’s gift. Allocate up to $_______for a Woman of the Year recipient’s gift. Allocate up to $_______ for a Protégé recipient’s gift. Allocate up to $_______for a Top Ten Business Woman nominee gift. Allocate up to $_______ for individual members to attend a Nationally sponsored conference event. Local Dues for secondary members are _____. Budget $350/year for a hosted website. Contribute up to $1,000 to SBMEF to fund Business Skills Tuition Reimbursement for our members.

Standard Chapter Bylaws, Rules and Procedures Election of the Nominating Committee • A three-member Nominating Committee is elected on or before March 31. • With the exception of the Chapter President, any member in good standing (local and national dues are current) is eligible to serve on the Nominating Committee. • At a Chapter Business Meeting, nominations for the Nominating Committee are made from the floor by members. No member of the Chapter has the right to nominate more than one person for the committee until every other member has had the opportunity to nominate a candidate. • If there are more than three nominees, a majority vote is necessary to elect a nominee for the committee. Members are voted on in the order that they are nominated. The first nominee elected serves as chair. • At the Chapter Business meeting in which the Nominating Committee is elected, the presiding officer: a. Asks the members to recommend prospective nominees for the Chapter’s Executive Board. b. Provides the nominating committee chair with the current roster and any Standing Rules pertaining to nominations and a job description for the duties for each officer position (outlined in this document).

Roles and Accountabilities of the Nominating Committee The chair of the Nominating Committee schedules a meeting(s) with committee members to identify eligible and interested candidates. The committee: • Reviews the eligibility requirements (see “Instructions to Voting Members”) and duties for Chapter officers. • Evaluates eligibility and qualifications of all suggested nominees. • Verifies that each suggested nominee is eligible to serve if she is elected by the membership. • Prepares a slate of one or more candidates for each office to be filled. • Contacts each nominee explaining major responsibilities and obtains her permission to place her name on the ballot. • Follows instructions on publishing or not publishing the slate of officers. For example, if the Chapter has voted to publish the slate of officers, it provides a written copy of the slate to the newsletter editor for publication in the Chapter’s newsletter. • Reads the slate of candidates at the May election meeting. • Determines the supplies that will be needed depending on whether the Business Meeting is conducted in-person or virtually.

Conducting the Election of Officers Before conducting an election, the presiding officer determines the members that are eligible to participate in the Business Meeting, and that a quorum (Article V, Section 4) is in attendance to conduct a Business Meeting. She then determines the number of voting members present at the time of the meeting when the vote is taken. In an in-person Business Meeting, a countdown of numbers may be a useful strategy in determining if a quorum is present whereas, in a virtual Business Meeting, the Chapter Secretary will have to consider the features and functionality of the platform being used to host the meeting in order to determine how she will verify that a quorum is present. In either case, the total number of members present and who are eligible to vote is recorded by the Chapter Secretary prior to the election and after each vote.

Instructions to Voting Members The presiding officer reads, or asks the Chapter Secretary to read, the following sections pertaining to the eligibility requirements for office: • Candidates for office must be in good standing nationally and locally. • No member is eligible to serve more than two full consecutive terms in the same office unless there isn’t another member willing to serve for the position. If this should occur, contact ABWA National for additional instructions in advance for additional instructions. • No member is eligible to serve in two positions on the Executive Board at the same time in the same league (e.g., Chapter President and Chapter Secretary). • Candidates for the Executive Board may be primary or secondary members of the Chapter.

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Standard Chapter Bylaws, Rules and Procedures Balloting Instructions • Written or Virtual Ballots for each office are cast. • A majority of the votes cast is necessary for a candidate to be elected. • If any one candidate does not receive a majority vote, then a runoff is held between the two candidates receiving the highest number of votes. • Should a runoff result in a tie, the balloting continues until one candidate receives a majority vote and the tie is broken.

Nominating Committee’s Report of Nominees for the Executive Board • The Nominating Committee chair reads the slate of candidates for each office. • The Nominating Committee chair gives a written copy of the slate of officers to the presiding officer. • Nominating Committee duties terminate at the conclusion of the election.

Appointment of Tellers to Distribute, Collect and Count Ballots • The presiding officer appoints tellers. The number of tellers needed will be dependent on the size of the league. The first teller named serves as the chair. A candidate should not serve as a teller. • The tellers are informed of the number of eligible voters present (at the time of the vote), and they record this count for their report. Number of eligible voters may change if members leave the meeting before the elections are concluded • For an in-person business meeting, tellers are given a Tellers’ Report (Sample Teller’s Report is provided on page 16), blank paper for tally sheets, envelopes marked with the name of a Chapter office and receptacles for the receipt of the ballots whereas, in a virtual business meeting, the balloting procedures will need to be adapted to the virtual meeting platform.

Balloting Procedures Two alternate procedures for the sequence of nominating and voting in elections by ballot may be used. The first method affords greater flexibility in choosing officers while the second requires less time. Procedure One At a Business Meeting, balloting for each office immediately follows nominations from the floor for that office. The ballots are counted for the office and the result is announced before the next office to be voted on is opened for nominations from the floor. The members are then able to take into account the results of the offices previously voted on before deciding upon both nominations and votes for later offices. Procedure Two Nominations for all offices can be completed before any balloting takes place and voting for all offices is commonly done by a single ballot. It may be a preferred method in any large meeting to save time. In either method, if any office does not receive a majority of votes, as may occur when there are more than two nominees, the balloting should be repeated for that office as many times as needed to obtain a majority vote for a single candidate.

The Following Procedures Apply to Both Balloting Methods 1. The presiding officer reads the Nominating Committee report of the names of the candidates for the office of president (or for the entire slate) and may ask for nominations from the floor. Any member meeting the eligibility requirements may be nominated from the floor even though she had not been named as a candidate by the Nominating Committee. Nominations from the floor should not be closed as long as nominations are forthcoming. 2. The meeting format (in-person or virtual) will dictate the procedures for managing the ballots. For example, at an in-person Business Meeting, the tellers will distribute paper ballots whereas, in a virtual Business Meeting, the ballots are prepared in advance of the Business Meeting using the features/functions available in the virtual meeting platform. 3. The tellers distribute the ballots. 4. The presiding officer and members vote. 5. The tellers collect and count the ballots. 6. The ballots are placed in a sealed envelope with the name of the office on the outside. 7. The tellers complete a Teller’s Report for each office. 8. The chair of the tellers addresses the presiding officer and reads the Tellers’ Report. 9. The chair submits the report to the presiding officer without declaring who has been elected.

Standard Chapter Bylaws, Rules and Procedures If a candidate receives a majority vote, the Teller’s Report may look like this: Tellers’ Report The tellers prepare a report using the following format: Office of: _____________________ Number of votes cast: 70 Necessary for election: 36 Madeline Smith received: Jen Jones received: Alexis Williams received:

40 20 10

The Nominating Committee must destroy all the ballots at the conclusion of the election meeting.

If the candidate does not receive a majority of the votes, the report might look like this: Office of: _____________________ Number of votes cast: 70 Necessary for election: 36 Madeline Smith received: Jen Jones received: Alexis Williams received:

30 24 16

In this instance, the number of votes received by each candidate would be reported, and then, a runoff between Madeline and Jen would be required.

Announcement of Election to Office • The presiding officer announces to the Chapter: “A majority of the votes cast is necessary for election. By your ballots you have elected __________ as the Chapter President.” • f there are any questions about the balloting for the office, the questions should be stated at this time. If the results are not challenged when they are announced, the election stands. • A majority vote of the Chapter members in attendance is necessary to order a recount of the ballots. Should a recount be ordered, it must take place immediately. • The process is repeated for the next office elected. • Destroy all ballots following the conclusion of the election.

Effective Date of Local Election Election to an office becomes final immediately if the candidate is present and does not decline, or if she is absent but has consented to her candidacy. If a newly elected officer is not present, she should be notified promptly of her election. Officer term begins on August 1. Installation ceremony may take place immediately following the election or at a subsequent Chapter meeting prior to August 1. The purpose of the officer installation ceremony is to have new officers make a formal commitment to the membership to fulfill their responsibilities however, the installation ceremony is not a requirement for any officer to be serve in their position.

Officer Election/Term The Association has a universal election month of May for all Chapters and a universal term of office beginning August 1 through July 31. Officers may serve for only two consecutive terms in any one office. A member may not serve in two Executive Board positions (i.e., President and Treasurer) at the same time in the same Chapter.

Reporting the Election of Local Officers to ABWA National • The president gives the outgoing Secretary the Officers Election Report. • The outgoing Secretary or President completes the Officers Election Report form and sends the election report to ABWA National on or before June 30. • If a Chapter’s election is delayed for any reason, the Chapter’s Secretary should report the delay to ABWA National via webmail@abwa.org otherwise, a Chapter’s charter will be temporarily suspended if the Chapter does not elect officers and/or report election results to ABWA National by the June 30 deadline.

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Standard Chapter Bylaws, Rules and Procedures Presiding Officer Comments and Installation of Newly Elected Officers (optional) If your Chapter chooses to have a formal installation ceremony (not a requirement), it should take place immediately following the election or at a subsequent meeting before August 1 since the Executive Board’s term officially begins on August 1 whereby, the newly elected President is the presiding officer. Presiding Officer Comments “On behalf of the outgoing officers of the Executive Board, thank you for your cooperation and your enthusiasm. You have made our term of office rewarding and enjoyable. We pledge our continued support of the Chapter and its new officers. It is now my pleasure and privilege to install the new officers of the ______________ Chapter of the American Business Women’s Association. Will the newly elected officers please come forward?” The new officers come forward and stand in a row beside the presiding officer, in this order: President, Vice President, Secretary and Treasurer. As each officer’s name is called, she steps forward, takes the oath of office and steps back again. The presiding officer then moves on to the next officer to be installed.

• President: “_______________, you have been elected as the Chapter President. Your leadership will guide us in pursuing Chapter goals throughout the coming year. To you, all officers will look for guidance. To you, all members pledge their support. Do you accept these responsibilities and promise to fulfill to the best of your ability, the duties of president? If so, answer ‘yes.’” • Vice President: “_______________, you have been elected as the Chapter’s Vice President. It is your responsibility to serve as official host at all Chapter functions. Also, you are to assume the duties of the President in her absence. Do you accept these responsibilities and promise to fulfill, to the best of your ability, the duties of Vice President? If so, answer ‘yes.’” • Secretary: “_______________, you have been elected as the Chapter’s Secretary. You are to record the minutes of each meeting and make them available to the Chapter when needed. It is also your duty to handle all official Chapter communications and to make them available to the Chapter when needed. Do you accept these responsibilities and promise to fulfill, to the best of your ability, the duties of secretary? If so, answer ‘yes.’” • Treasurer: “_______________, you have been elected as the Chapter’s Treasurer. You are responsible for collecting and disbursing Chapter money and keeping an accurate account of all financial transactions. You are to provide a financial report each month, and you are to submit your records for examination by the auditing committee when requested. Do you accept these responsibilities and promise to fulfill, to the best of your ability, the duties of Treasurer? If so, answer ‘yes.’” Presiding officer addresses Chapter members: “In accordance with the Chapter Bylaws, these members have been elected and installed as the Executive Board of the Chapter, and will take office effective the first day of August. During their terms of office, they will lead us in our efforts to fulfill the mission of the American Business Women’s Association and strive to achieve Best Practices in Chapter Management.” Chapter members respond: “In return, we Chapter members are obligated to support them in their roles and to cooperate enthusiastically in all Chapter initiatives. In doing so, we will increase the effectiveness of our officers, ourselves, our Chapter and the National Association.” Presiding officer asks: “Do you as members pledge your commitment to support our newly elected officers in performing their duties?” If so, answer ‘yes.’”

Transition of Officers The current officers and committee chairs will continue to perform in their positions through July 31. During the transition period, May through July, the newly elected leaders create a plan, action items to support their stated goals, an annual curriculum and proposed budget and standing rules for their term. In addition, the newly elected leaders should schedule a time to meet with the Chapter’s outgoing officers to review all proprietary documents. Signatures on bank accounts should be changed on the last day of the Award Year or the first business day after July 31 .

Standard Chapter Bylaws, Rules and Procedures Deactivation of a Chapter or an Express Network A league may be deactivated if: • There are no active members affiliated with the league. • The league has not elected nor reported officers for two consecutive years. • The league’s officers or committee chairs are not in good standing. • The league has not paid the $125 annual liability insurance premium by June 30. • The members affiliated with the league have vote to deactivate (legally). BEFORE DEACTIVATING, NOTIFY ABWA NATIONAL AT WEBMAIL@ABWA.ORG, attention Rose McLaughlin. Rose will then send a list of final instructions as it relates to final business meeting minutes, league’s property, management of league funds (Accounts Payable and Receivable, remaining bank balance), IRS notification, future use of ABWA’s intellectual property and transference of membership. Each member affiliated with the deactivating league will maintain their national membership privileges until such time, they choose to affiliate with another ABWA Chapter or Express Network, or terminate their membership in the American Business Women’s Association. Upon written notification of the league’s deactivation, the league is no longer permitted to conduct business or any other activity as a chartered league in the name of the American Business Women’s Association.

Federal Employer Identification Number and Tax Exemption Requirements Each league is responsible for obtaining a Federal Employer Identification Number (EIN), and tax exempt Letter of Determination to become a 501(c)6 league. An original or copy of your letter of determination should be sent to ABWA National. A league’s EIN and Letter of Determination are maintained in the Chapter’s permanent file at the National office. Filing forms and additional IRS information can be found online at www.irs.gov or in Community Connections.

Finances /Liability Each league of the American Business Women’s Association is an autonomous business entity, and is responsible for managing its overall operations and finances. Neither the Association nor any agent or representative of the National Association shall be liable or responsible for financial obligations of an individual Chapter, Express Network, Council and/ or individual members of the American Business Women’s Association without the specific written authorization by the Executive Director.

Lobbying Lobbying and political activity are two distinct activities. Understanding that lobbying addresses encouraging support of specific legislation (either for or against), and political activity addresses encouraging persons to vote for or against particular candidates for public office is important. These are general statements – what actually comprises lobbying and what comprises political activity has to be determined on a case by case basis. Any expenditure for influencing or attempting to influence the selection, nomination, election, or appointment of any individual to any federal, state or local public office or office in a political organization, or the election of Presidential or Vice-Presidential electors, whether or not such individual or electors are selected, nominated, elected or appointed is SUBJECT TO TAX (IRC §527). The exceptions to this rule are expenditures to speak at a public hearing regarding the election of a candidate to public office or the: (1) Internal communications with members, and their families (but not to the general public) that might involve support of particular candidates; (2) The conduct of nonpartisan registration and get-out-the-vote campaigns aimed at their members and families; and (3) The establishment, administration, and solicitation of contributions to separate segregated funds to be used for political purposes. Most EXPENDITURES by ABWA leagues/councils that are political will be subject to tax; in addition to the requirement of notice to dues paying members. If your league chooses to engage in lobbying or political activities, ABWA National must be informed in writing advance of such activities. Failure to do so may result in IRS taxes, penalties, and potential loss of the league’s IRS tax-exempt status.

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Standard Chapter Bylaws, Rules and Procedures Logos, Registered Trademarks and Intellectual Property Trademarks are symbols that convey information to the public regarding the source, sponsorship and/or affiliation of products and services. Registered trademarks are owned by ABWA Management, LLC. and legally protected against unauthorized use under a system of state, federal and international laws. Only leagues in good standing are authorized to use ABWA’s official trademarks and designated copyrighted materials however, they must be used in accordance to ABWA’s Brand Standards. A member contact list may not be used without written permission by the Executive Director. Members or leagues may not reproduce the ABWA emblem, logo or name on any commercial item without written permission from ABWA National. Use of ABWA registered trademarks shall create no rights for users to the marks or their use beyond those stated above. Logos shall remain at all times the sole and exclusive property of ABWA Management, LLC. For more information on ABWA’s brand guidelines, download the Brand Guide from the National Resources or direct inquiries to the ABWA National office at webmail@abwa.org.

Mailing List We take the privacy of our members seriously. As such, a member contact list may not be used for campaigning for national office, promotional events, advertising, etc. by ABWA members, Chapters, Express Networks or Councils unless otherwise approved in writing by the Executive Director that the terms of usage in compliance with privacy standards. ABWA’s privacy standards may be downloaded from the National Resources in Community Connections.

Membership Pin The ABWA membership pin is traditionally worn on the left side of the chest. The ABWA membership pin may be plain or jeweled, a past president’s pin, or a national officer’s pin. Pins may purchase online at the ABWA store or by calling 1-800-228-0007.

Memorial Service for Deceased Members To honor a deceased member, your league may consider one or more of the following forms of tribute: • Make a contribution in memory of the deceased member to SBMEF. • Celebrate the member’s life with a tribute in your league’s newsletter. • Conduct memorial service. Following are some suggested remarks from the presiding officer or member. Presiding Member Comments: “We are saddened by the passing of _______________________________________member of the, ___________ Chapter/Express Network. This evening, we would like to take a few moments to celebrate her life, and how it touched ours.” (Presiding member or close friend of the deceased gives brief eulogy. The eulogy might include biographical facts about the member, her family, her professional accomplishments, her involvement in ABWA (offices held, awards received and her community activities). Presiding Member Comments: “Scottish poet Thomas Campbell wrote, ‘To live in hearts we leave is not to die,” _______________lives on in our hearts. (Pause) for a moment of silence.

New Member Installation Membership Chair’s Comments: Invite your new members to come forward. Introduce each to the membership by giving a brief biography, including her name, firm and position. Tell about her previous ABWA involvement, if any. President or Presiding Officer Comments: “On behalf of the ______Chapter of the American Business Women’s Association, it is my pleasure to welcome you as a member in our Chapter. When you accepted membership in ABWA, you agreed to abide by the National and Chapter Bylaws. You also became an active supporter of our Association’s mission, which is to bring together businesswomen of diverse occupations and to provide opportunities for them to help themselves and others grow personally and professionally through leadership, education, networking support and national recognition. “We invite you to share in the goals of our Chapter, to stretch and grow, reach and learn as we build new friendships and master skills and experiences that are valued in business today. May your membership bring you many rewarding achievements in and outside of the American Business Women’s Association. Welcome to the ________Chapter!” © 2021-2022 ABWA Management LLC (11:17 AM6/11/2021) 20

Standard Chapter Bylaws, Rules and Procedures Parliamentary Definitions Majority A majority of votes is more than one half of the votes cast by persons legally entitled to vote, excluding blanks or abstentions cast by persons legally entitled to vote at a regular or properly called meeting at which a quorum is present. For example, if 40 eligible members are present, and all of them voted, a majority would be 21 whereas, if only 35 votes are cast, a majority would be 18. Quorum A quorum of a Chapter shall be no fewer than one-third of the league’s membership of record. A quorum must be present for the valid transaction of any league business. Member in Good Standing Is a member who is current with both her local league and National dues. Membership of Record The Chapter or Express Network membership (roster) is dynamic. The Executive Board must verify the eligibility of members and the quorum required before the a Chapter business meeting. Local membership dues are maintained by the Executive Board whereas National membership status can be found by: 1. Logging into the ABWA website at www.abwa.org. 2. Clicking on the All My Groups & Rosters link located on the navigational bar. 3. In the next screen, click on the name your League. 4. Scroll down to the title, Committee Members where your league’s active members are listed in alpha order.

Basic Parliamentary Procedure All members have the same privileges. Every league member in good standing may introduce business, participate in discussions and vote during a business meeting.

 The right to vote is limited to members in good standing who are actually present at the time of the business meeting and at the time the vote is taken (Article VI, Section 5 in the Chapter Bylaws).

 Only one motion or topic may be under consideration at one time.  Only one member may have the floor at any one time. Any member desiring to obtain the floor should first stand, address the chair, and be recognized before speaking to the league.

 Silence gives consent. Members who do not vote when the vote is taken, by their silence, agrees with the decision of the majority of voting members.

 A majority of approval of those present is necessary for the passage of any motion, however in some instances, a

motion may require a two-thirds vote. Examples of motions requiring two-thirds votes are: a. A motion to stop discussion or debate. b. A motion to close nominations. c. A motion to rescind or amend an action previously taken without giving members prior notice that the matter will be considered at that meeting.

Processing a Motion A motion is the means by which business is introduced to the Chapter. The term “motion” means a formal statement that certain action be taken. A motion should be made and seconded prior to discussion by the league. The eight steps to processing a motion are:

   

Obtaining the floor: A member rises and addresses the chair (presiding officer), “Madam President”. Assigning the floor: The chair recognizes the member and assigns her the floor by calling her name. Making the motion: The member introduces the motion by saying, “I move that…” Seconding the motion: Another member says, without rising, “I second the motion.” It is not necessary to be recognized by the chair nor to obtain the floor to second a motion.

 Stating the motion: The chair states the motion, “It has been moved and seconded that…”(The chair can aid in the wording of the motion for clarity).

 Discussing or debating the motion: The chair opens the discussion by saying, • “Are there any remarks?” • “Is there any discussion?” or, • “Are there any questions?”

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Standard Chapter Bylaws, Rules and Procedures Processing a Motion (cont’d) 7. Putting the question to a vote: When no other remarks are forthcoming, the chair states, “The yeses have it;” or the “noes have it”…(repeating the content of the motion). 8. Announcing the results: The chair states, “The yeses have it; the motion is carried and (repeating the content of the motion)” OR “The noes, have it and…(repeating the content of the motion).”

Rules of Debate • All remarks are directed to the chair (the presiding officer). • The chair does not participate in the debate as long as she occupies the chair. If the chair feels it necessary to participate in the debate, she asks the Vice President or the President-elect to preside, and takes her place in the audience. She then follows the same procedures as any other league member. The presiding officer does not return to the chair until the issue has been decided. • The member who makes the motion should be allowed to be the first speaker for the adoption of the motion if she so desires. The maker of the motion may vote against it, but may not speak against her own motion. • All members of the Executive Board and Committee Chairs may make motions and participate in the discussion. • Debate must be confined to the merits of the motion; remarks must not involve personalities. • No member may speak more than twice to the same question at the same meeting; the second time only after all others who wish to speak have done so. • The time for debate is after the motion is stated by the chair. • It is not necessary to follow formal rules of debate in Executive Board or Committee meetings or during a brainstorming session.

Methods of Voting Open Voting by Ballot Method: Many times a ballot vote will provide the league with a more representative opinion. The majority of Chapter business should be conducted using the open ballot method even in instances where every member votes affirmatively for something or someone. Tellers are appointed for all ballot votes and the exact number of votes for and against the motion are announced by the presiding officer or the chair of the tellers. The presiding officer/ chair of the tellers declares the results of the ballot vote by stating, “By your votes, you’ve elected…OR “By your votes, you’ve decided….” Voting by Ballot Anonymously Method: This method of voting is only recommended in instances where friction and/or ill will may surface between an individual voted on or not voted on (e.g., Top Ten Business Woman nominee, Woman of the Year recognition, an officer position where there are more than two candidates for the same position). Tellers are appointed for all ballot votes and the exact number of votes for and against are announced by the presiding officer or chair of the tellers by stating, “By your votes, you’ve elected…OR “By your votes, you’ve decided… Viva Voice Vote: The Viva Voice Vote is most commonly used to obtain the decision of the league on any issues or motions which requires a majority vote in an in-person event. This method of voting means that members vote by raising their hands to be counted and/or by saying “yay” or “nay” and, a member (teller) is assigned to count and record the results of the vote at the time of the vote. Voting Rights of the Chair: The chair may vote any time there is a ballot vote, at the same time the other members are voting. The presiding officer does not vote unless it will affect the outcome; either make or break a tie. Any vote which ends in a tie is a lost vote. The proposition or motion is defeated. If a ballot vote for an office ends in a tie, the members re-ballot until one candidate receives a majority. Note: Votes should be recorded in exactly the same way for every meeting. If you choose to record names, record all the names. It should be clear to anyone reading the meeting minutes what the outcome was for every motion made.

Probation of a Chapter The most common reasons that a league is placed on probation are: • The Chapter has failed to hold an annual election. • The Chapter has not reported the officers that were elected. • The Chapter’s officers are not members of the American Business Women’s Association. • There are no members serving as officers (in accordance to Articles IV and V of the Chapter Bylaws). • The Chapter has not paid its annual liability insurance premium. • The Chapter has not maintained compliance with the Proud Code of Conduct.

Standard Chapter Bylaws, Rules and Procedures Records Retention The term “records” includes charter documents, minute books, and records of activities, correspondence, contracts, bank accounts, receipts, IRS filings, and any paper or electronic that in any way relates to the Chapter or its activities. The Chapter’s Treasurer and Executive Board must decide when records should be kept or destroyed, although ABWA National recommends that a Chapter retains its critical documents for a period of seven years. Because of the range of records, and because a Chapter is subject to different state laws, ABWA National recommends that every Chapter develop a written record retention schedule that would be applicable for all members who serve on the Executive Board. The schedule would ensure that the Chapter’s records are available for inspection (by the state or federal government) and would also demonstrate that the Chapter has made systematic judgements about retention and disposal of records based on usefulness and applicable law. Records should be kept in a safe place. Records include the Chapter’s Charter, the Chapter’s EIN number, letter of tax-exemption, Standing Rules; tax returns; audited/reviewed annual financial statements; membership lists and records; copies of SBMEF contributions and request forms; bookkeeping journals and ledgers; minutes of board meetings; financial policies and guidelines, and historical records (archives). Current records should be easily accessible to the Executive Board. The Executive Board is the custodian of the Chapter’s records for their term only. Chapter records are the property of the Chapter, not of any individual member (including officers) affiliated with the Chapter.

Secondary Membership (members affiliating with a second local league) A member may choose to affiliate with two ABWA leagues including; two Chapters, two Express Networks, or a Chapter and an Express Network, however, the member must decide which league will be her “primary league”. To have the same benefits and privileges in both leagues, the member must complete and submit the secondary membership application form and pay an additional $50 administrative fee to ABWA National in addition to her local league dues. The secondary membership application form may be downloaded from the National Resources in Community Connections. League dues for secondary members is determined by the membership affiliated with the Chapter and should be stated in the Chapter’s Standing Rules. A member with a secondary local league affiliation shall be eligible to participate in the privileges and benefits of both leagues, and serve on the Executive Board for either league provided that the member is in good standing with both national and local dues. A secondary member may also be recognized in either league as their Woman of the Year.

Transfer of Membership An active member may request a transfer from one ABWA league to another league. A member with a second local league affiliation may also request changes. The member is responsible for notifying ABWA National in writing which league she is transferring her membership to in a timely manner otherwise, her membership does not get transferred.

Vacant Officer Position Refer to Article V, Section 4 of the Chapter Bylaws (page 5).

Virtual Business Meetings When conducting a Business Meeting virtually, the Executive Board and the presiding officer should have knowledge of the features and functionality of the virtual meeting platform (i.e., ZOOM). Moreover, the Executive Board should take into account the competency of the members who will be participating in the Business Meeting, and if additional training/ instructions will be required to conduct the meeting effectively and efficiently. Several areas that may require more preparation in orchestrating a successful Business Meeting are:

• • • • • • • • •

Setting up the Business Meeting to include the features/functions that you will want to enable for the business meeting (e.g., polling, downloading reports, waiting room, etc.). Determining which members are eligible to participate in the Business Meeting on the day of the business meeting, and how many members you will need to constitute a quorum in order for you to conduct a business meeting. Monitoring attendance (e.g., how will you manage, and who will be assigned to monitor) during the meeting and at the time the vote is taken to ensure a quorum is present. Determining the motion(s) that will be made, who will make the motion(s), who will second the motion(s) and the method of voting that will be used in the virtual Business Meeting. Preparing each ballot. How each ballot will be presented during the Business Meeting. Recording the votes cast for each ballot. Sharing the result of the votes with the members. Memorializing the business meeting (e.g., Downloadable reports post meeting). Chapter Bylaws Revised 6/11/2021 11:17 AM 23

Standard Chapter Bylaws, Rules and Procedures Raffles, Casino Nights and Sweepstakes There are significant restrictions on the conduct of any games of chance (charitable or any other type of “gambling”) under the laws of most states. Missouri is one of the rare exceptions, as it has Constitutionally excluded charities from the restrictions on gambling. However, we believe it to be the only state to have done so. Under the laws of most states, gaming and games of chance are illegal lotteries and strictly prohibited except in those instances where state laws allow for regulated gambling by charitable organizations. Thus, as a basic rule of thumb, any game of chance where the three elements of “prize,” “chance,” and “consideration” exist is defined as an illegal lottery. A raffle (where persons have to buy a ticket to participate) clearly fits these parameters and is typically illegal. Poker and other gambling activities are also generally precluded under state laws. In the charitable fundraising area, there are three basic exceptions to this general rule. Some states specifically allow “charitable raffles” to take place, but only after a charity files for and receives a special permit to conduct such a raffle and then only under the strict provisions of the state’s law enabling the raffle. Secondly, most states allow for “sweepstakes” activities – where the element of “consideration” is taken out. In short, you must allow persons to participate without making a purchase or donation.

Third, “contests” are generally lawful. A skill-based or talent-based contest (“contest”) differs from lotteries/raffles and sweepstakes because the winner is not selected at random, thus eliminating the element of “chance.” Rather, the winner is selected based upon his or her display of skill or talent which is demonstrated in the manner and medium described in the rules of the contest.

Charitable Raffles/Casino Nights/Sweepstakes The variances from state to state in the regulation of charitable gambling – primarily through raffle activity - makes it very difficult, if not impossible, to conduct raffles on a nationwide basis. This does not necessarily mean that raffles could not take place on a much more limited geographic basis – requiring individual state review and licensure. The primary hurdles are physical presence, prize limitations, advertising restrictions, and the need to obtain a license or permit from the state (if required) in which the raffle or gambling will take place. In so many instances, it is much easier and more advisable (although slightly more complicated) to conduct traditional raffle-like fundraising activities as “sweepstakes.” As set forth above, there is an important distinction to be made between a “sweepstakes” and a “raffle.” Most organizations can accomplish everything they want to accomplish in a fundraising promotion/drawing by structuring it as a sweepstakes rather than a raffle. There is really no practical or legal way to structure a prize promotion in the form of a “raffle” and not run afoul of the majority of state laws which prohibit illegal lotteries. As described above, an illegal lottery, by definition, is an activity that includes the elements of “prize,” “chance,” and “consideration.” Raffles fit this definition. The difference between a “raffle” and a “sweepstakes” is typically the elimination of the element of consideration, or payment of money, as a pre-requisite to entry. The simplest way to do that is to structure the promotion so that one who wishes to enter does not have to pay/purchase/donate to enter. With an alternate, free method of entry, the drawing simply becomes a sweepstakes. It is very important for the rules to specifically, if not boldly, disclose that no purchase or contribution is necessary to participate. In addition to state lottery laws (which again will not have application so long as the promotion is truly a sweepstakes), four federal agencies (the Department of Justice, the U.S. Postal Service, the Federal Trade Commission, and the Federal Communications Commission) enforce federal laws that specifically apply to sweepstakes, only some of which are listed below: 1) 18 U.S.C. 1301 prohibits the transportation of lottery tickets in interstate commerce; 2) 18 U.S.C. 1302 prohibits the mailing of lottery tickets; 3) 18 U.S.C. 1304 prohibits the broadcasting of lottery information; 4) 47 CFR 73.1211 prohibits television or radio stations from disseminating advertisements or information about lotteries; and 39 U.S.C. 3001(a) et seq. prohibits the use of the U.S. Mail to disseminate lotteries. There are a handful of states that have laws applicable to sweepstakes depending on the value of the prizes and the medium through which they are conducted (primarily via direct mail). Some states require marketers to post bonds (New York and Florida, when total value of prizes exceeds $5,000) and many states require specific disclosures in specified font types in immediate proximity to a sweepstakes headline, while some others require disclosures on a sweepstakes envelope if conducted by direct mail. Most of this compliance can be accomplished in the rules and in the actual operation of the sweepstakes. Absent holding the drawing in New York or Florida, those states will not apply their registration and bonding to the organization.

Standard Chapter Bylaws, Rules and Procedures Charitable Raffles/Casino Nights/Sweepstakes (cont’d) Another important issue is to avoid is non-paying sweepstakes participants the same ability to compete for the same prizes in the same time frame and format as those who make a donation to participate. This is known as the Equal Dignity Rule. To comply with the Equal Dignity Rule, ABWA and/or its chapters must avoid any perceived form of discrimination against non-paying participants. Disparities between paying and non-paying sweepstakes participants include: • Diminished number of chances to win; • Different prizes or different prize pools; • Different deadlines; and/or the speed of response Such disparities could subject a sweepstakes to legal scrutiny. This creates some concerns for Internet-based "instant winner" contests or sweepstakes, where it is physically impossible both to offer an alternate means of entry and to allow for the time delay needed for offline entrants to mail, fax or even phone in a response. Logic dictates that contests and sweepstakes promoted only online can reasonably be limited to requiring online methods of both entry and winner notification without running afoul of the Equal Dignity Rule. If an alternate means of entry is permitted, disclosure of the alternate method of entry in prominent locations in the rules or website, is important. If an alternate means of entry is permitted, disclosure of the alternate method of entry in different, prominent locations in the rules or website is important.

Raffles, Contests, and Sweepstakes Should Have Written Rules At the heart of any raffle or sweepstakes promotion is the "Official Rules." These rules constitute the contract between the organization and the consumer. By accepting the rules and agreeing to be bound by them, a participant enters into a binding contract with the organization. At a minimum, the items listed below should always be included in the rules of either a raffle or a sweepstakes conducted by ABWA’s Chapters, Express Networks and Councils: • NO PURCHASE NECESSARY (suggested that this be prominently stated); • Eligibility requirements, such as age, residence (may want to limit eligibility to U.S. residents, to residents of certain states, and to adults only, and be aware of foreign language requirements in some countries which may apply depending on the geographic reach of the promotion); • Exclusions (should restrict eligibility and advise entrants that they will shut the sweepstakes or contest down if "hackers" and "flamers" attempt to affect the outcome of the sweepstakes or overload the capacity of the site); • Duration and deadlines; • Instructions on playing (if applicable); • Entry procedure; • Prize description(s); • Odds of winning (take care in computing); • Not responsible for lost/delayed mail or e-mail, printing or posting typographical errors; • How winners are selected; • Right to obtain winners' names and how to do so; • Right to publicize winners' names and likenesses; • Method of distributing prizes not claimed; • Liability release; and • VOID WHERE PROHIBITED BY LAW The foregoing covers drawings/prize promotions engaged in at any level and through any medium. With specific application to direct mail sweepstakes (even though it is unlikely that ABWA will engage in such activity as most direct mail sweepstakes are “preselected winner” such as the famous Publisher’s Clearinghouse Sweepstakes) there is a federal sweepstakes law that is a postal regulation and that has specific application to any sweepstakes advertised, offered or otherwise conducted through the mail. Specifics follow – but again – remember that the above information is going to have greater relevance and application to typical sweepstakes activity. Federal legislation also exists governing mailed sweepstakes and contests. The law is titled the "Deceptive Mail Prevention and Enforcement Act" and prohibits the mailing of deceptive material relating to sweepstakes, skill contests, facsimile checks, and mailings made to look like government documents. The Act requires certain disclosures and is limited to mailed solicitations which provide an opportunity to enter a contest or sweepstakes. It does not apply to on-air advertisements or other types of media not involving the mail. Mailings that only provide general information on a contest or sweepstakes rather than an opportunity to enter are not subject to these disclosure requirements. Advertisements in newspapers, magazines and other periodicals are also not affected provided that the ad is not directed to a specifically named person and the ad does not offer an opportunity to purchase a product or service.

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Standard Chapter Bylaws, Rules and Procedures Contests – As Gaming/Prize Promotion Again, the other common method of fundraising promotion is the “contest.” All relevant facts and circumstances must be considered in determining if the contest is a bona fide contest, as opposed to a raffle or other random drawing. This analysis involves considering the following factors: • What degree of skill is required to make the submission? • Is the person eligible to enter the promotion likely to have the degree of skill necessary to win? • Is what the entrant is required to submit likely to demonstrate a particular skill? • Are there criteria for judging which can be applied by persons with appropriate training to serve as judges? • Is there a contest entry fee or equivalent, such as a “required donation?” It is important that a contest be structured so that measurable and ascertainable skill is involved to reach a winner, and that judging criteria be established and followed to reach the winner decision. For skill contests, rules are equally important. Following are the basics for any set of rules for a contest of skill (as opposed to a raffle or sweepstakes). The official rules should contain at least the following disclosures: • Complete name and address of the sponsor and promoter of the contest (Plan) • The number of rounds or levels – it may just be one. • That no entry fee or other consideration is required. • The identity or description of judges and their qualifications. • How winners will be determined and when. • Number of prizes, the accurate description of each prize, the retail value of each prize. • Geographic area of the contest. • Opening date and scheduled termination date of the contest. • Where and when a list of winners can be obtained (this can simply be Plan’s address). Other items that should be included in contest rules include any special eligibility requirements, an exclusion of employees of the sponsor from participation, a general release of liability, agreement with the rules and acknowledgement that the decisions of the judges are final, etc., and agreement/release to use the winner’s name and likeness. Once the official rules are published and posted, they must be followed exactly and cannot be changed.”

We also recommend that the rules state that any taxes owed on the prizes are the sole responsibility of the winners (based on the described prize, there may be no taxable value). This is true with a raffle, sweepstakes, contest, or other gaming.

Glossary of Acronyms, Frequently Used Terms and League Resources ABWA’s Favorite Acronynms ABWA - American Business Women’s Association BP - Best Practices in League Management BSTR– Business Skills Tuition Reimbursement is a scholarships program available in the Stephen Bufton Memorial Educational Fund EN - Express Network MIS– Member Interest Survey NWLC - National Women’s Leadership Conference ORG - Outright Grant Scholarship Program Through SBMEF SBMEF– Stephen Bufton Memorial Educational Fund TT - Top Ten Business Woman (or women) of ABWA WOY - Woman of the Year

Ambassador Program An Ambassador is a representative of the American Business Women's Association, who has served on the National Board of Directors and/or has been selected as a Top Ten Business Woman of ABWA. Upon request, she may speak to leagues regarding the Association standards, provides training, and/or facilitates the installation of officers. The Ambassadors also work with the National Board of Directors in carrying out their strategic plan for their term in office.

APEX Campus The Apex Campus is ABWA’s E-Learning Portal for members only where you will find a huge cache’ of job specific knowledge bundled into four different modules including; How to Be Heard, Job Suite, School of Lean and School of Six Sigma. After course completion, you can download a certificate to show and share your commitment to advancing your business acumen with your clients and employer.

Best Practices in League Management One of ABWA’s most prestigious awards is the Best Practices Award recognizing leagues (Chapters and Express Networks) for their achievements. By achieving Best Practices, leagues ensure the sustainability of their league, their district and the American Business Women’s Association. Leagues receiving a Best Practice Award will be recognized at ABWA’s National Women’s Leadership Conference at the Best Practices Awards Session. Download the Best Practices in League Management Guide from Community Connections.

Brand Guidelines ABWA’s Brand Guide defines the graphic standards for the use of ABWA’s registered marks and intellectual property.

Chapter Woman or Women of the Year (WOY) Annually, a Chapter recognizes a member for her outstanding achievements and contributions to the Chapter by selecting her as the Chapter Woman of the Year. The eligibility criteria for this local recognition is determined by the league’s members.

Chapter Officers (Executive Board) The Executive Board, comprised of the elected Chapter officers, has general supervision of the affairs of the Chapter, sets the time and place of Executive Board meetings, makes recommendations to the league’s membership and performs such other duties as specified in the Chapter Bylaws and Standing Rules. The Executive Board is responsible for goal-setting, planning and general oversite of the league.

Community Connections Community Connections is the place you can connect with other members from your Chapter, and members nationwide PLUS, receive updates from the National office, and download all of ABWA’s national resources. To access, you must be an active member with a valid email address on their member record.

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Glossary of Acronyms, Frequently Used Terms and League Resources Formations Starting a new Chapter is an excellent opportunity to acquire the knowledge, experiences and skill sets to advance your career and grow your professional network. Download the Formation guide from the National Resources in Community Connections and/or contact ABWA’s Formations Manager, Angela Zuba at 913-732-5100 or by webmail@abwa.org.

GAP Analysis for League Leaders The GAP analysis is a process to help league officers identify the “GAP” between the Chapter’s current performance with the ideal performance (the standards deemed most ideal for a strong a vital Chapter) by evaluating and ranking the Chapter’s performance in five areas of Best Practices; Strategy, Operations Management, Annual Curriculum, Strength and Vitality, and the ABWA Brand. Download the GAP Analysis for League Leaders Guide from the National Resources in Community Connections.

Hand of Friendship—Inner Circle Recognition Special recognition and exclusive awards are earned by ABWA members who have shown their active desire to see the American Business Women’s Association grow by recruiting new members. When a member has sponsored 11 new members, she is an official member of the Inner Circle of the Association and receives the gold Inner Circle charm and bracelet. Download The Hand of Friendship Guide from the National Resources in Community Connections.

Leveraging Your ABWA Experience This informational guide outlines the benefits of membership at the local and at the national level. In addition, it provides a usable format for you to define your ONE MAIN GOAL (OMG) in the next year including; the skill sets, experiences, and knowledge you will need to achieve your OMG, and a template for tracking your progress. Download the Leveraging Your ABWA Experience Guide from the National Resources in Community Connections.

Protégé Award The Protégé Award is a great way to recognize a deserving first year member for making a valuable contribution to her Chapter in her first year of membership. Order your Protégé’ Certificate, Pin and Ribbon from ABWA National’s online store or call 1-800-228-0007 for phone orders.

Stephen Bufton Memorial Educational Fund (SBMEF)

There are four unique scholarship programs currently offered through SBMEF; National Scholarship, Business Skills Tuition Reimbursement, Outright Grant, and the Impact Scholarship. Download the Stephen Bufton Memorial Educational Fund Guide from the National Resources in Community Connections or contact SBMEF’s Administrator, Jill Miller at webmail@abwa.org

Top Ten Business Women of ABWA Each year, ten members of the Association are recognized nationally for exceptional achievement in the areas of community engagement, professional development and contribution to their league and the National Association. Download the Top Ten Guide from the National Resources in Community Connections and order your Top Ten Award (trophy) from ABWA National’s online store, or call 1-800-228-0007 for phone orders.

Twenty-Five Year and Beyond Member Recognition Members who have completed 25 years of membership with ABWA will receive a 25-year recognition pin from ABWA National. Subsequent guards are available from the ABWA Merchandise department for 30, 35, 40, 45, 50 and 60 year members. A special recognition event is scheduled each year at the National Women’s Leadership Conference. honor of these members. © 2021-2022 ABWA Management LLC (11:17 AM6/11/2021) 28

AAC CHAPTER AND DELEGATE RESPONSIBILITIES

Virginia Long AAC Chairmain

ATLANTA AREA COUNCIL EDUCATION WORKSHOP PRESENTED BY: SONYA LOWE

Delegate Responsibilities

CHAPTER RESPONSIBILITIES •

ALL CHAPTERS/EXPRESS NETWORKS MUST VOTE EACH YEAR TO DETERMINE IF THEIR MEMBERS WANT TO BE A MEMBER OF THE ATLANTA AREA COUNCIL.

•

IF THEY CHOOSE TO JOIN THE COUNCIL, THE CHAPTER/EXPRESS NETWORK WILL PAY $100 IN ANNUAL DUES AND CHOOSE 1 DELEGATE AND 2 ALTERNATES, WHO WILL ATTEND THE MEETING IN THE DELEGATES ABSENCE.

•

AT THE BEGINNING OF THE COUNCIL YEAR, EACH PARTICIPATING CHAPTER/EXPRESS NETWORK IS ASSIGNED TO BE A CHAPTER/EXPRESS OF THE MONTH AT ONE OF THE AAC MEETINGS FOR THE MONTHS OF JANUARY, APRIL, SEPTEMBER, AND NOVEMBER. AS CHAPTER/NETWORK OF THE MONTH, THE CHAPTER IS RESPONSIBLE FOR PROVIDING A MINIMUM OF 5 DOOR PRIZES WITH A MINIMUM VALUE OF $10 EACH, AT THE COUNCIL MEETING IN THEIR RESPECTIVE MONTHS. THE CHAPTER THAT BRINGS DOOR PRIZES ARE RECOGNIZED AT THE MEETINGS.

CHAPTER RESPONSIBILITIES – CONT’D • ONE CHAPTER/EXPRESS NETWORK WILL BE SELECTED TO RECEIVE $25 FROM THE COUNCIL TREASURY TO GO TOWARDS THEIR SCHOLARSHIP FUND.

• FOR THE JULY LUNCHEON, ALL CHAPTERS/EXPRESS NETWORKS SERVE AS CHAPTERS OF THE MONTH. • EACH CHAPTER/EXPRESS NETWORK IS RESPONSIBLE FOR PROVIDING A DOOR PRIZE VALUED AT A MINIMUM OF $50. THIS IS FOR THE SPECIAL LUNCHEON HONORING THE DISTRICT 1 VICE PRESIDENT.

CHAPTER RESPONSIBILITIES – CONT’D • DELEGATES TERM WILL RUN CONCURRENTLY WITH THE ATLANTA AREA COUNCIL YEAR, FROM JANUARY 1ST THROUGH DECEMBER 31ST.

• THIS ENSURES THAT THE COUNCIL DIRECTORY PUBLISHED IN APRIL WILL CONTAIN THE MOST CURRENT INFORMATION.

• IF THE DELEGATE CANNOT SERVE THE FULL TERM, THE COUNCIL MEMBERSHIP CHAIRMAN SHOULD BE NOTIFIED OF ANY CHANGES IN DELEGATE INFORMATION.

• DEADLINE FOR ALL INFORMATION IS FEBRUARY 25TH OF EACH YEAR.

What are DELEGATE responsibilities?

D – Deliver E – Enlist L – Listen E – Encourage G – Gather A – AttendT – Timely E – Empowered

D – Deliver

At the January Council meeting, the Delegate should furnish and deliver the names, contact phone numbers, email addresses and the number of members sponsored to date, of their Chapter/Express Networks Inner Circle Members. These members will be recognized at the April Council meeting.

E – Enlist

If there is a vote on any matter to be taken before the Council, the delegate must enlist the Chapter/Express Networks support on the matter.

L – Listen

The Delegate must listen to what is said at the Council meeting and be prepared to share this information with their Chapter/Express Network. The delegate must also listen to their Chapter members to know how to vote and make reservations.

E – Encourage

The delegate acts as a liaison to encourage cooperation and communication between the Chapter/Express Network and the Council.

G – Gather

Prior to membership renewal each year, the Delegate should gather member information on the President, Delegate, alternate Delegates, Woman of the Year, and each member of the Chapter/Express Network. All changes and or updates should be submitted when the Chapter/Express Network dues are paid.

A – Attend

The delegate or one of the alternates must attend Council meetings. If neither delegate or alternate can attend, the Delegate must notify the President. The President will appoint someone else to represent the Chapter. The President will send that person with a letter to present to Council to authorize the substitute to represent the Chapter/Network for that Council meeting. When Delegates attend the Council meetings, they should wear their name badge along with the Delegate identifier that they receive when they check into the meeting.

T – Timely

The delegate has the responsibility to call or email the Hospitality Chairman by the published reservation deadline to make reservations for any members of their Chapter/Network that will be attending the upcoming Council meeting.

E – Empowered

The Delegate is empowered by their Chapter/ Express Network to speak and vote on the behalf of the Chapter/Network at Council meetings. It is also their responsibility to ensure that their Chapter/Express Network members understand the rules governing meeting reservations.

If a member makes a reservation and does not appear for the meeting, the member will be billed by the Council Treasurer and recorded as a NO SHOW. Also, members with a standing reservation must notify the Hospitality Chair if they are unable to attend.

D – Deliver E – Enlist L – Listen E – Encourage G – Gather A – AttendT – Timely E – Empowered

ATLANTA AREA COUNCIL NEWS

Virginia Long AAC Chairmain

42nd ANNUAL DISTRICT I VP CELEBRATION HONORING

Rachelle Jamerson-Holmes 2021-2022 District I Vice President LIVE Event July 22 & 23, 2022 Sonesta Atlanta Airport North 1325 Virginia Avenue Atlanta GA 30344 Friday, July 22, 2022 – 6:00 PM – 7:30 PM Casual attire Welcome Reception & Meet the DIVP Candidates --- Live Entertainment!

Saturday Luncheon – 11:00 AM – 1:00 PM Attire: Business/Colors Turquoise Blue and Red Vendors available for fun shopping 10:00 -11:00 am and 1:00 -2:00 pm Registration Now Open! Registration $130 (Includes both Events) District I Vice President Celebration Register and Pay online at www.aacabwa.org Hotel reservation link coming soon. Contact Carolyn Parks cparks.abwa@gmail.com or Evelene Key evelenek@gmail.com

Together TOWARDS TOMORROW

ABWA NATIONAL NEWS

Virginia Long AAC Chairmain

ABWA D1 VICE PRESIDENT RACHELLE JAMERSONHOLMES NEWS Virginia Long AAC Chairmain

PLEASE TAKE OUR SURVEY

Virginia Long AAC Chairmain

Return email your completed survey to Carolyn Parks cparks.abwa@gmail.com. Thank you!

Leadership and Education Workshop Evaluation Thank you for attending the workshop today. We’d like to hear your impression of the various aspects of the program so that we can continually improve the experience for all attendees. 1.

Overall how would you rate the Leadership Workshop? __Excellent __ Good ___Fair __Poor

2. Please rate the following aspects of the presentations: Relevance of the Seminar Topic ___Excellent __Good __Poor Usefulness of Information Presented ___Excellent __Good __Poor Quality of the Presentations __ Excellent __Good __Poor Audio-visual aids __Excellent __Good __Poor Handouts provided during the seminar __Excellent __Good __Poor 3. Was the presentation level too detailed or too easy for you? __Too detailed __Somewhat detailed __Just right __ Too easy 4. Please rate the following aspects of the Workshop organization: Scheduling and timing ___Excellent __Good __Poor Choice of facility/venue ___Excellent __Good __Poor Parking and directions ___Excellent __Good __Poor Refreshments ___Excellent __Good __Poor Cost and pricing ___Excellent __Good __Poor 5. Based on your experience at this seminar, how likely are you to attend future seminars? __Very likely __Somewhat likely __Not likely 6.

What was your favorite part of the seminar?

What was your least favorite part of the seminar?

8. Any other suggestions or comments to help us improve future seminars?