Benchmarks

These benchmarks provide a general outline for Chapter best practices.

Overview

1. The Chapter is well known in, and its purpose understood by, its broader community
2. There is a feeling of good fellowship among the board and members, and a positive attitude toward the goals and work of the Chapter

 Relationship with National and State offices

1. The Chapter understands and takes advantage of the benefits of being a Chapter of the National Audubon Society
2. The Chapter develops a beneficial relationship with National and State offices

 Organizational Structure

1. Chapter is incorporated in their state, and federally tax-exempt
2. Appropriate non-profit charity registration forms, Federal and State tax returns (or e-postcard) are filed annually
3. Chapter annually renews its Audubon Charter by sending an Annual Report including a Chapter Leader Report Form by the August 15^th of every year to its State Office (if applicable) or to Chapter Services
4. Records of the organization’s history are updated regularly

 Chapter Board

1. A Chapter Board is in place, meets regularly and has active committees.
2. The Board is comprised of a demographically diverse group of individuals, with a wide variety of experience and skills applicable to Board Officer and Committee positions
3. Board meetings begin and end on schedule, and utilize an agenda that has been circulated to all Board members in advance of the meeting
4. New Chapter Board members and Committee Chairs receive an orientation to the Board, and have a clear understanding of their roles and responsibilities
5. Information is passed from retiring to incoming Committee Chairs
6. The Board develops an organizational budget annually
7. All Board members review the Chapter’s current financial status at least annually, and preferably quarterly
8. All Board members are familiar with the Chapter’s budget, programs, and activities
9. Board bylaws are reviewed and updated periodically
10. All Board members participate in fundraising for the Chapter
11. All Board members contribute financially to the Chapter
12. Board members participate in an annual planning session
13. Board members turnover regularly according to agreed-upon terms of office

Planning

1. Chapter has a clear mission and vision
2. Chapter has a three to five year strategic plan (or alternately an annual plan), reviewed regularly and updated as needed
3. Chapter goals and activities are based upon the organization’s mission and vision, and drafted in an annual planning process
4. Most Chapter activities are focused on achieving the annual plan’s goals

Programs

1. Chapter works to achieve at least one major education, advocacy, or conservation project
2. Chapter collaborates with the Audubon State Office on at least one project of mutual interest that is outlined in the Chapter Annual Plan and the State Strategic Plan
3. Chapter leaders periodically (e.g. at least every 18 months if not more frequently) evaluate educational programs such as membership meetings and field trips to identify key audiences, measure efficacy of programs, and refresh and revise program offerings
4. Chapter participates in a statewide grassroots activist network
5. If statewide or regional meetings to develop Audubon policy priorities and action-oriented strategies on issues of common concern are held, Chapter representatives attend and participate
6. Chapter participates in the Important Bird Area program or another local conservation project by nominating sites and/or designing and implementing conservation plans for a local site. This could include Chapter-owned sanctuaries
7. Chapter is engaged in a local public/private/Audubon Center

Outreach and Communications

1. Chapter reaches out to traditionally under-served members of their community, including families, teens, young adults, and members of diverse populations
2. Chapter develops positive working relationships with key decision makers in their community, including politicians, business-people and other community leaders
3. Chapter communicates regularly with their members through written and/or electronic methods, working towards a high level of electronic usage and literacy within the Chapter leadership. Chapter also utilizes a broader communications network to inform their greater community about issues of importance and about upcoming activities
4. Chapter communicates regularly with the Audubon State Office through participation in their Council, State Board and/or Board Committees
5. Chapter provides input to the State Office on policy and advocacy issues of state and national concern

Membership and Fundraising

1. Chapter provides opportunities for its members to learn, take action, educate, enjoy fellowship, and in general, to get involved
2. Chapter recognizes and thanks volunteers regularly
3. Chapter promotes membership in Audubon (local and/or national) through a mission-based membership campaign that is integrated with Chapter program goals and activities
4. Chapter holds a minimum of one major fundraising event each year. This could include sending an annual fundraising letter to members, organizing a Birdathon, or holding a major event (annual meeting, garden tour, art show, bird seed or native plant sale, etc.)
5. Chapter annually reviews its ZIP Code territory and provides updates to National as needed
6. Chapter develops a diverse strategy for fundraising (including National/State funds, community/business sponsors, foundations and major donors, sales of products/services, events) and membership development (member recruitment and retention strategies, evaluate member giving levels and incentives)

External Resource:

Organizational Structure (Marc Smiley)