Chapters

Regional chapters are essential to our mission to promote the secure adoption of cloud computing. CSA chapter members are composed primarily of individual members. The CSA chapter must have a minimum of 20 members, who must already be established as CSA members. Members should represent a reasonable effort to include a credible group of cloud security experts for your region. Chapters are a great way to further your knowledge of cloud computing security issues, and network with local peers facing the same challenges in securing cloud computing. If you are interested in starting a local chapter, information is contained in the CSA chapter startup guide. Find a chapter in your area: Existing Chapters. Have questions about joining or starting a chapter? Contact: [email protected].

Submit Your Application

Interested in forming a new chapter? Download our Chapter Application and submit your application using the following form.

CHAPTER APPLICATION




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Chapter Standard Operating Procedures and Best Practices

Audience: Chapter Leaders

Click on each link for more information

CSA Chapter Quick Start

Document Download
CSA Chapter Quick Start Download (.docx)

1. Identify the Chapter

1.1 Verify that a chapter does not already exist in desired community:

1.2 Scope the regional boundary

  • Choose a boundary that the chapter can support—a city, state, country or region.
  • Chapter leadership takes a lot of commitment and time.
  • Scope the chapter only to what the can be realistically supported by the leadership team.

1.3 Name the chapter
Use a clear name that is easy to understand and find.

Cloud Security Alliance Atlanta Chapter is an example.
Or Cloud Security Alliance Georgia Chapter if the scope is all of Georgia and your chapter will cover that.

2. Form a Board

2.1 Begin with a minimum 5 volunteers who want to serve:
President, Secretary, Membership Director, Treasurer, and Program Director (speakers).

2.2 Include a mix of organizations:
No more than two people should be on the board from the same one.
Schedule a board meeting—in person or by phone conferencing

2.3 Add these additional roles as needed
Sponsorship
Venue and catering
Partnering with other related local groups and events
Creating and managing an online presence:

  • Administration of a web site, Meet-up group, LinkedIn/social media groups, etc.
  • Assign primary and backup administrators and access

2.4 Submit the board contact list along with the chapter start-up application

3. Create a list of 20 or more members

It includes the Board of Directors. Label these roles
Include LinkedIn urls for each of the 20 members including the Board.

4. Complete the online application form

Download the word document and fill it out.

5. Submit application form

  • Send the application form and board of directors list to: [email protected]
  • CSA Global reviews chapter application and arranges a meeting time with the chapter.
  • Chapter updates the application for chapter focus.
  • CSA Global informs the chapter of acceptance.
  • Upon confirmation, chapter moves forward to host their 1st event.

CSA Chapter Start-up Best Practices

Document Download
CSA Chapter Start-up Best Practices Download (.doc)

From the CSA Southwest Arizona Chapter

Get your charter first through CSA Global, if you haven't done that yet. Make an email request to [email protected] Online applications and quick start guides are also available online at the CSA site under Chapters tab. You can also ask for guidance.

Get a mentor from a successful chapter and use it for your startup and for your first few meetings. For your chapter, contact the chapter coordinator and ask for a referral.

Getting started is easier than you think; just do it! It will evolve and you will adjust.

We have more detailed guides on each of these sections. This is meant to cover you from creating your board to hosting and covering costs for events out of the gate.

To read more, download the CSA Chapter Start-up Best Practices.

Legal Formation for Your CSA Chapter

Document Download
Chapter Standard Operating Procedures and Best Practices Download (docx)

Chapters legally form for one of three reasons:

  • To open a bank account to accept and process monies. A bank may require legal formation. Individual banks and countries requirements differ, for what is required to open a chapter bank account.
  • To contract as a legal entity: For instance, to contract with CSA to allow the chapter to bring in Its own CCSK certified (by CSA) trainer.
  • To gain creditability with partners, sponsors and members.

To read more, download the Chapter Standard Operating Procedures and Best Practices.

Partnering and Outreach with Other Organizations

Document Download
Partnering and Outreach with Other Organizations Download (.docx)

Benefits of Partnering
Possible Partnerships
Best Practices

Benefits of Partnering with Organizations

There can be a great deal of reciprocity with CSA Chapters and other organizations, such as:

Marketing Support

  • Send announcements about upcoming meetings for conferences
  • Announce your event at a group meeting
  • Post your events on the group’s social media site or web site if permitted
  • Encourage their constituents to join your chapter

Member Discounts

  • Provide your members discounts on training or events
  • Offer your members a discount on a product or service (avoid anything that would imply endorsement)

Educational Content

Provide experts in related field to address your members (for example privacy, audit, legal, IT, change management or accounting)

Co-Hosting Events

  • Volunteer support to take on a larger event
  • Partner with like-missioned organizations to co-host a meeting or larger event. Clear roles and responsibilities are key to this type of partnership.

Potential New Members

Meeting Space

  • Provide meeting space for an event. A larger employer might enjoy supporting your cybersecurity efforts and gain good will and public relations from their donation.
  • Vendors with a large conference room may be very willing to host ongoing meetings (be sure that they are comfortable with your relationship with other sponsors).

Possible Partnerships:

  • Other Associations
  • Local for-profit security conferences and event producers that come to your region, such as SecureWorld, Data Connectors, Interface, and other large technical conferences. They usually will give you a table and display your logo and chapter name in their event listing, in exchange for you sending their invitations and reminders to your chapter members. If you offer a good door prize, you can get sign-ups if the event is relevant to a cloud security audience.
  • Government Entities
  • Educational Institutions
  • Vendors
  • Corporations

Privacy of Members

We do give out member lists or contacts to these partner organizations. Any co-marketing communication is sent by the chapter to their members. Third parties may contact chapter offices thru CSA Global or thru online chapter listings.

Written Agreement

To prevent any miscommunications, a written agreement between all parties detailing responsibilities is recommended. This can be formal, or a simple email correspondence. You may want a signed document if it’s complex. Do not sign up for events that create unacceptable financial risk for your chapter. We make agreements and brand only for our chapter, never for CSA Global.

Funding Your Chapter Through Sponsorships

Contents

  • Sponsorship Goals and Board Role
  • Benefits the Sponsor Provides to the Chapter
  • Benefits the Sponsors Want in Return

Types of Sponsors

  • Single Event
  • Annual
  • One-time or Tailored
  • Reciprocal (such as a free facility)

Getting Started

  • Define your Needs
  • Create a List of Potential Sponsors
  • Establish Policies for Sponsorship & Speaking Opportunities
  • Define your Member Demographics
  • Write your Sponsorship Guidelines
  • Establish a Timeline for Solicitation
  • Solicit Sponsors
Document Download
Funding Your Chapter Through Sponsorships Download (.docx)

Sponsorship Goal for the Board

Your goal is to cover financial and venue support for your chapter programs in your community. You do this by creating a successful mutual benefit relationship with organizations who will pay for the value they receive in return.

Our industry has a large pool of vendors and once your chapter can demonstrate value in the demographic, getting sponsors will be easier. At start-up it is harder—the potential sponsors want an audience that buys or influences purchases of their products or services.

You can do this. By building relationships and chapter programs to meet sponsor needs, you can cover chapter expenses and a steady base of funding. Many chapters depend on sponsors as their sole source of revenue. If you use sponsor speakers, you will have to ensure vendor neutrality, so your audience stays—and comes back the next time.

If you are new at recruiting sponsors, it can be difficult, as any skill is.
Who should you ask, how do you ask, what should they provide for your chapter and members and what do you need to provide in return? With some guidance you can serve our chapter and the sponsors mutually.

When you develop a group of trusted sponsors, you will be able to focus more on serving members and less time on money worries to fund your chapter. It gets easier!

Start small with vendors who are members of your chapter or those who provide goods or services to you at work.

Sponsorship Director Role

If your chapter wants sponsor funding, then add a Sponsorship Director. Your board will need to appoint someone to be responsible for vendor relations and sponsorship. Based on your chapter leadership structure, you can decide where to put the role and how to title it. Consider which tasks you can delegate to volunteers as your program grows. The basic of this role:

  • Develop and manage the sponsorship program
  • Prepare sponsorship packages and marketing materials
  • Create a list of prospective sponsors and decide who is the best person to approach them
  • Solicit and secure sponsors
  • Prepare and manage sponsor contracts/agreements
  • Coordinate with your chapter Treasurer on invoicing and payment
  • Ensure sponsorship is paid in advance of events
  • Oversee sponsorship deliverables; coordinate with your chapter to make sure they are delivered
  • Coach sponsors to be successful
  • Serve as the on-site liaison for sponsors at events
  • Send thank you notes following events
  • Manage sponsorship renewals
  • Maintain the chapter’s master list of sponsors

Example Details of what a Sponsorship Director tasks for the chapter:

  • Identify and reach out to potential sponsors
  • Respond quickly to inquiries and leads regarding potential sponsorship
  • Create a one-sheet on sponsorship that is clear on value proposition and benefits to potential sponsors, plus pricing
  • Have the one-sheet posted to the chapter web site/event platform
  • Accept and process payments by check or credit card
  • Collect collateral from the sponsor: Logo and company name and description to include on the web site and in program announcements
  • Coordinate with the sponsor to execute the end-to-end agreement upon payment
  • Coordinate with other board members to add the sponsor payment, logo and announcement and table details to the chapter program
  • Add the sponsor to the member list so they receive event announcements

Benefits your sponsors can provide:

  • Money
  • Facilities and audio visual for your meetings
  • Meals and refreshments
  • Products and services for prizes
  • Speakers and educational content – preferably from their company leadership, security team, partners or clients
  • Technical training opportunities
  • Solutions members can take back to their companies
  • Access to their security teams and clients as potential members

What sponsors want from your chapter:

  • Opportunities to achieve their marketing goals
  • Access to your members who make or influence purchasing decisions for their employers
  • Acquire qualified leads for a small investment
  • Venue to showcase thought leadership in the industry
  • Establish themselves as trusted advisors
  • Enhance their company’s reputation and stature
  • Expand their peer network of cybersecurity professionals

Types of Sponsors

Chapters can offer a variety of sponsorship opportunities for different fees. These range from a one-time meeting presentation to the commitment of an annual sponsorship package based on tiered levels.

Examples your chapter can use to create your own:

Single Event

Lunch and learn monthly sessions. The sponsor provides lunch, with a clear understanding that the presentation must be technical and cannot include any kind of sales pitch. The chapter provides a second speaker.

Free Training from Sponsors, where the sponsor pays and provides food and beverage throughout the day.

In-Kind or reciprocal Sponsorships. The company may donate meeting space and the chapter then provides an equivalent sponsorship that includes benefits similar to a comparable paying sponsor. A sponsor may also give your group an opportunity to speak in exchange for something else of value.

Annual/Ongoing

  • Your sponsorship guidelines should clearly define the sponsorship levels, benefits and investment opportunities that you offer
  • A contact should be within the document and on your chapter’s platform/web site
  • This sponsor document can be posted on your chapter platform where it is easy to find
  • You can also tailor specific agreements with a sponsor

Getting Started

  • Identify the priorities and funding required to support your chapter
  • Make a budget and create a list of resources for each priority. Sponsorships can be money or goods and services. Whatever you ask from sponsors should benefit your members and support your chapter goals.

Create a list of potential sponsors in your area and region

  • Which companies offer cybersecurity solutions?
  • Who is sponsoring competing organization in your region?
  • Do any of the companies that your current members work for have interest?

Document a sponsorship guideline for speaking opportunities

  • Content must be vendor neutral
  • Content and speakers are subject to chapter approval
  • Slide deck can be submitted in advance
  • Identify other ways to give speakers visibility and provide quality vendor neutral content
  • Sponsor can provide a client presenter or a practitioner from their company, instead of a marketing/sales person
  • They can also bring a member of their security team to present – CISO, CTO, Security Architect
  • They can invite a client to provide a case study or demo on how they address a topic
  • Sponsor can introduce their speaker or another presenter of your choice
  • Vendor sponsors the speaker of your choice, gets 2-5 minutes on the agenda, has a display table and offers a prize drawing from business cards collected at the table.
  • Write down your policies and have your board approve them

Define your Member Demographics

  • Look at your own membership for significance to sponsors.
    Who is your typical member, or the roles of some of your member categories? E.g., Are they IT or security practitioners, managers, service providers? Does your chapter have a high concentration of members who work for financial institutions, health care, technology companies, higher education, government, transportation, etc.?).
  • What is the breakdown of your chapter membership:
    Managers, architects, engineers and analysts, etc. What are the typical job titles? How many years of experience do they have? Are they decision makers for buying? Do they influence or support purchasing decisions? How many work for large corporations of a given size? What size company do they work for? How many employees?
  • Create Sponsorship Packages

    • If you belong to other organizations in the area, find out what they are offering and charging sponsors.
    • An “Inaugural Annual Sponsorship can be an easy sell at the right price point, for a set # of events in a given time period.
    • Other than a one-off special event, annual sponsorships are an easier sell than individual ones that force you to keep recruiting to cover your costs.
  • What is your price point for each level?
    • Don’t under value what you are offering
    • It is easier to lower or discount a sponsorship than it is to make significant increases
  • What marketing materials will you include in your sponsorship packet?
    • Introduce CSA and your chapter including member demographics and why sponsorship is a win-win for the sponsor and the chapter
    • Benefits of sponsorship
    • Sponsorship packages and fees
    • Requirements of sponsors
  • Have a formal sponsorship agreement that outlines the deliverables to be provided by each, guidelines and payment information
  • Manage the Sponsor Function

    • Establish a timeline
    • Allow enough lead time for your vendor representative to get it through the company’s approval process
    • Many companies operate on a calendar year; get proposals to them early (i.e. Q4) so you can be included in their budgets
    • If volunteers are assisting you, hold regular reporting meetings
    • For accountability, report on sponsorship at every chapter leadership team meeting

    Solicit Sponsors

    • If other volunteers are helping, create talking points they can use (a script)
    • Make sure you have sponsorship brochure/packet when you talk with them
    • Set up a follow-up date, and then follow-up!
    • When you are recruiting, send a confirmation email the same day on what you talked about and when you will follow-up.
    • Have answers ready for any questions they have
    • Follow-up consistently and quickly
    • Do NOT recruit sponsors at other partner events you attend—for-profit conferences where you are exhibiting for your chapter, or at partner events.

    Guidelines for Sponsors who are Speaking:

    Thought Leadership Vendor Neutral Presentations

    • Sponsors should look at partnership with CSA and a long-term relationship where they can showcase what they know - not what they sell
    • Become a trusted advisor to the chapter: An active member who can be counted on to give good advice and has members coming to them for solutions
    • Offer to talk to the speaker prior to the event and help them understand the audience
    • Presentations can:
      • Focus on research
      • Have a client present a case study
      • If a product for your company is mentioned, also mention other companies’ products
      • Focus on information for experienced information security professionals
      • Engage with members, ask them what they would like to know/what questions they have
      • Encourage discussion and healthy debate
      • Make sure you present information that is valuable to the audience

Standard Services that CSA Global Provides to Chapters

Contents

  • Chapter Requests
  • Chapter’s Online Platform
  • SOP Manual: Chapter Guide on Startup and Operation
  • Monthly Chapter Meetings by Region
  • Events
  • CSA Branding
  • Revenue Sharing
  • CCSK Tokens
  • Career Leadership Opportunities
Document Download
Standard Services that CSA Global Provides to Chapters Download (.docx)

How to Get and Manage Speakers for Chapter Events

The speakers and program are the most important for chapter event success and take the most work. It also takes someone comfortable networking and who has a good network. They must also be committed. This a fun role, but not for introverts, or those who cannot make the commitment required.

This might be called a Speaker Director, Program Chair or Education Director, it varies by Chapter.

Contents

  • Speaker Leads
  • Tracking Your Speakers
  • Speaker Guidelines
  • Speaker Confirmation
  • Board Role: How to Add Speakers to Event Agenda
Document Download
How to Get and Manage Speakers for Chapter Events Download (.docx)

Administering a CSA Chapter Web Site

Setup and administration of a chapter web site, that is, a micro-site provided by CSA Global to the chapter.

CSA once provided chapters a basic shell of a website. Some chapters may not have it as a priority or they prefer other platforms. But for others like Seattle, and Phoenix, it is central and crucial.

The WordPress platform from CSA Global is at least 2 years out of date and not optimized for mobile. We have less than ten chapters whose web sites are actively managed and current, of those listed on the CSA Global Chapter site listings (which may be less than accurate). Others are out of date, some because they moved to Meetup, and others are dormant because the chapter is inactive. By and large, most chapters were just given LinkedIn.

Currently, CSA are no longer providing web sites to chapters. (Some chapters have their own.)

What Chapters Use Websites For

  • Primary presence to promote the chapter and to find it online (Meet-Up is an alternative platform, and LinkedIn is used as primary or secondary by chapters)
  • Event marketing: Post current events and registration URLs
  • List future chapter event schedule
  • List sponsors
  • Maintain billing and payment functions on the site (for sponsor invoicing and credit card payment link)
  • Post sponsor options and contact
  • Maintain security of the site, and access for members (internal and external)
  • Keep WordPress up-to-date (as much as the CSA template allows, or if chapter has their own site)
  • List contacts for chapter board of directors and provide means of reaching them
  • Post by-laws on the web site that describe chapter operations
  • Link to CSA Global site for organization membership, research papers, workgroups, etc.

Two Administrators Assigned:

At least two chapter board members should be named with administrator rights to the web site, so there is no single point of failure—primary and backup. On CSA-owned microsites, CSA will also have this capability by default as the owner/creator. When board roles change, these assigned administrators would be updated through a request made to the chapter coordinator.

NEXT:

  • What skill level and activities are required to manage this site?
  • How do chapters manage their web site, those that have them?

Per Denise Simons, President of CSA Seattle Chapter (who is currently administering their web site):

The webmaster technical skill set isn’t hard to find.  Most people have played with a website at one time or another.  It’s the vision for the content that is harder to locate the right person.

As for mobile and WordPress being out of date I’m not sure what issues people are referring to.

 

As to skill level.  With any website you need to know html, dhtml and understand cascading style sheets and how a website works.  Because the sites are micro the CSS is set by global.  It is frustrating being a micro site that you can’t get into the backend of the system and make changes or see what is happening.  Sometimes when global makes a change to their system it impacts the coding for us or how a page on our site is displayed.  This may be what people are referring to when they say WordPress is out of date.  But any updates have to come from global since we are micro and don’t have complete administrative access rights.

 

Duties at this point with the website includes event/meeting marketing, posting pdf’s of past presentations.  We could do more in terms of content but it takes time.

Per Dave Clyborne, Web Technologies Director for CSA Southwest Chapter:

Skill sets:

  • Ability to design Web sites with minimal or no supervision
  • Attention to detail
  • Ability to code CSS and HTML
  • Understanding code, logic and being able to understand how to maintain and develop new application where needed.
  • Ability to maintain a website and access Web resources to complete that function.
  • Ability to research and find resources to enhance and improve the chapters site within the guidelines of CSA Global.
  • Communication with board and chapter members on continued improvement and issues found on the site.
  • Time management in getting the website updated in a timely manner.
  • Continued education in new advances and functions available for WordPress site development.
  • Understanding of CMS (content management system) topics and how to use them. WordPress is both a website development tool and content management system.
  • Ability to maintain the billing and payment functions on the site.
  • Ability to maintain and evolve security of the site and access to it for members (internal and external).

WordPress information:

  • WordPress updates on a regular basis. There is usually a button that administrators can use to update/check for updates. This may be disabled from global on their supplied template.
  • There are a couple of good YouTube videos that help you build a site (you just have to remember it is in a template and there are limits as to what you can modify). One I've used is from Taylor Moore.
  • Another help is WordPress for Dummies. Bookstores like Barnes and Noble have it for about $23. Yes, you have to actually read it!
Document Download
Administering a CSA Chapter Web Site Download (.docx)

Sample CPE Certificate

Document Download
Sample CPE Certificate Download (.ppt)

Sample Call for Speakers

Document Download
Sample Call for Speakers Download (.docx)

CSA Chapter Board of Directors

Contents

Who fills Chapter Board roles, what are the benefits of being a volunteer Chapter Leader, Board diversity requirements, best practices for Board size, estimated time commitment for Board members, recommended Board roles, and how vacancies and non-performance are handled.

What are chapters:

Community of people who congregate to learn more about their field and interest (within a scope)

Chapter Board of Directors: Who They are:

  • Volunteers who fit chapter duties in between their jobs and lives
  • Full time employed professionals in their field, often senior leaders within, from a cross-section of industry
  • Experts in the industry who want to give back
  • Newcomers who want to become more engaged in the field
  • Newcomers to the community who want to become involved in the field

Source them from your network and businesses in your community.

On a volunteer leadership team, you get a different level of involvement and commitment depending on the person.  These are strong professionals who are looking for their own passion and purpose, and it might not match your own.

Things are going to take longer to get done. Some people will lack commitment and follow-through for different reasons. Follow-up and regular meetings are required to stay on top of events and planning for the leadership team and chapter.

Benefits of being a Board leader

  • Bring cloud security to the masses via CSA and free research and resources from CSA
  • Publish (via CSA research work groups)
  • Leadership of a local leading-edge security community
  • Power up your reputation, profile and visibility
  • Create a network
  • Get support/peer reviews/ideas from a large community of security experts
  • Grow skills
  • Be involved in something bigger
  • Brand yourself and increase market if yours is a service provider company
  • Complimentary CCSK token
  • Rewarding to the individual and often benefits the individual’s employer

Board Diversity is Required

A diverse Board of Directors is required, and NOT having all consultants. Consultants will lack global perspective or research and budgets. If your chapter Leadership team is made up of consultants and service providers, other consultants and service provides will not cooperate with your chapter. Aim for a diverse board. CSA will look for this in chapter applications to approve new chapter charters.

Best Practice on Board Size

We recommend 6-8 board members as a minimize size. This enhances the chapter’s available network, to reach and grow event attendance and chapter membership.

It also increases the chapter support available from a volunteer leadership team, where each leader enjoys a full-time job and life beyond their chapter board role.

Time Required to Support a Board

Plan for 8 hours a month, or 80 hours a year.

Example of how the time breaks down:

Member events that are hosted by the chapter

  • 24 hours: 4 half-day chapter events a quarter = 5 hours x 4 = 20 hours a year, + setup and travel time
  • 12 hours: 1 annual conference – 10 hours onsite, plus travel time

Board meetings

12 hours: Eight 1-hour virtual board meetings and two in-person meetings 2 hours each, + travel

Role Execution: Time to execute your role. Some take more time than others!

Board Roles

President, Vice President*, Secretary, Treasurer, Membership Director, Sponsorship Director, Program Director (Speakers!), Web Communications Director, … and others as needed, or instead, to suit your chapter needs.

These roles can be by election, or at startup, by assignment. We advise that you start with a standing board of volunteers, then re-evaluate your needs after the 1st year. Some volunteers will turnover, others will see a better fit within, and some will become unavailable.

Startup roles may be unassigned, though someone needs to step up as a qualified leader. After an initial meeting and discussion, the following roles can be assigned.

Two-year terms are recommended, for continuity. Your chapter may have a different process, including elections, appointments and staggered terms.

President:

Chairperson of the Board. This individual leads the team and presides over all meetings or assigns a delegate from the Board President/Chair manages the chapter leadership to create quality events and to attract and lead a high performing accountable volunteer board.

Role also:

  • Sets and leads regular board meetings, that create the planning and execution of the chapter purpose
  • Emcees chapter events (or assigns a delegate from the Board)
  • Arranges for contingency on all board roles, particularly on bank accounts, membership lists, and system administration of the chapter’s platforms in use.
  • Addresses and replaces non-performing or absentee board members
  • Appoints new board members as needed with approval by a majority of the board
  • Initiates an annual review of the chapter’s bylaws, and any resulting changes (Board members must vote with a quorum to approve changes)

In the event of a tie decision on the Board, the President can cast the tie-breaker vote.

Except at start-up, for continuity, any new President should have served the board in the past. Exceptions will be approved by a Board quorum when a qualified person is unavailable.

Vice President*:

The Vice President strands in for the President in the event of absence or if the office becomes vacant. This role is responsible for auditing the financials or approving them, for the chapter. They are responsible for drafting and updating the Bylaws. The Vice President may perform other roles on the board, based on need, or their particular skills set or interest. This role can also serve as Parliamentarian to help keep the meetings efficient and flowing.

*NOTE: It is recommended that this role NOT be filled on a new board. You want to see how your board operates for at least a year before assigning this role to someone who is capable of backfilling for the leader. Often someone takes this role for the specific purpose of ascending to the President’s role. You want to be sure they are qualified to hold that role. After your first year of operation, revisit this. It is okay to keep it vacant until you have a qualified individual who has demonstrated their performance in past roles.

Secretary:

Keeps minutes of board meetings and maintains records for the chapter. Secretary records decisions and action items. They publish meeting notes to the Board.

This role may send and respond to communication on behalf of the chapter, at the President’s direction. They will also print materials for board meetings, chapter event agenda, or other materials as needed. The Secretary may be the one who keeps board meetings on track, by following a set agenda and action items.

Treasurer

Sets up and manages bank account and financials, including credit or debit card processing accounts.

Creates an accurate and current reporting of the chapter revenue, expenses and bank balance to the Board at every board meeting. Process and accept sponsor payments. Leads budgeting or spending discussions and planning.

Arrange for two other signers to the bank account, and changes based on changes to Board roles. Typically, the President and Secretary would have signing authority for continuity and backup. The Treasurer reports monthly in writing on the chapter’s financials and provides support for an annual audit.

A lid should be set on financial spending thresh holds that one person can approve and sign.

Chapter Bylaws should cover these requirements.

Membership Director

Maintains the membership list for the chapter. Sets up the url and events on the platform used by the chapter. Communicates with the chapter members for chapter events and reminders, and other local community security events that the chapter membership may desire to know about.

Brings the registration list to the event and sign-ins those who are registered, and walk-ins. Adds newcomers to the chapter members’ list. Removes people from the list who ask to unsubscribe. Adds speakers and sponsors to the list as requested by Sponsorship and Speaker Directors.

Prints and brings CPE certificates to the events, or emails them after the fact to attendees.

Sharing membership information:
To support sponsorship, the Board should be collecting company names and titles of members and possibly the size of the companies they are employed by. An attendee list can be provided to paid or reciprocal sponsors, but only if it does NOT contain individual contact data (name, email, phone, etc.). Membership lists are not sold or shared otherwise unless the attendees to a specific chapter event have opted in for this sharing.

Membership lists are stored securely on a Chapter’s Board collaboration platform if one exists. s platform. The list is shared with the President and one other Board member designated ahead of time for backup and continuity. Membership lists are used exclusively to communicate about chapter business and events.

Speaker/Program Director

This role is critical and requires more time and skills than others. It requires someone with a strong network, and who is more extraverted and able to reach out to find and confirm speakers. This includes a preliminary agenda, speaker topic and brief biography.

If your chapter hosts monthly or quarterly events, or conferences or Summits or special training, this individual will be key to your chapter’s success.

The Speaker/Program Director

  • Maintains a list of leads—invited speakers, including contact data, role, company and expertise
  • Communicates guidelines and the event details to the speakers about:
  • Sends reminders to speakers in a series
  • Asks Membership Director to add the speaker(s) to the member list—copies the speaker(s) in this email communication and tells the speaker(s) they can unsubscribe after the event.
  • Creates and communicates a script to speakers on guidelines and event location and hours
  • Keeps the Board up to date on the speaker status and agenda. Copies the board on the draft agenda and as it finalizes
  • Ensures they have sponsors and logos on the agenda (from the Sponsorship Director)
  • Creates a draft agenda and sends it to the Membership and/or Chapter Platform Director to get the event created online to accept registrations. Copies the Board: Each Board member takes what they need.
  • Make sure your speakers receive the agenda and know where they are showing up and when.
  • Plan ahead for how you will receive the speakers’ presentations—will they send it ahead, bring it onsite on a USB, plug in their laptop, or what. Communicate to the speaker to make sure this is understood.
  • Ask the speakers if their presentations can be shared and make it available if the chapter has that means (otherwise open it to the speaker providing it directly by collecting business cards or other option they choose)
  • Introduces speakers or delegates it to the event Emcee. (keep it simple and short)

A successful chapter event requires good speakers, and a strong program that is communicated consistently. Attendees prefer speakers that share experiences or expertise from the practitioner view. If solution providers—vendors—are used as speakers, their program should be vendor neutral—not about their product or service. You will have some exceptions, but in general this is the guideline to follow.

Service providers are a good speaker source and may travel to speak at your chapter. They often support chapters financially via sponsorships. In general, they are dependable and always show up. As with any speaker, quality may be unknown and service providers may give a thinly veiled sales pitch in spite of being asked not to.

Aim for a good mix of speakers.

The Speaker/Program Director may also have responsibility for the venue and catering, and meeting facilitation services. We advise that you break up these roles or create a committee, else the duties may be overwhelming for a single person.

Sponsorship Director

This individual seeks sponsorship for the chapter and closes sponsorships that come from other sources inside or outside the Board. Approaches vendors to sponsor and asks for what the chapter needs. Vendors want these contacts and will respond. Seek a 1-year commitment if possible for regular events.

This is a primary funding source for chapters. It requires someone with good industry contacts who can manage details and feels comfortable reaching out to new people.

This role:

  • Maintains a list of current sponsors with contact data and their term of sponsorship
  • Coordinates with Speaker/Program Director if a sponsor wants to speak
  • Collects sponsor logos and provides them to the Speaker/Program Director and Web Site Director
  • Coordinates with the President or Emcee to recognize the sponsor at the event from the platform—or let them speak, if that is the arrangement
  • Coordinate with the Facility/Venue for table space if this is the agreement with the sponsor
  • Coordinate with the sponsors for every event, for who will be onsite and what onsite support is required
  • Invite the sponsors to the events: Ask the Membership Director to add them to the members’ list, so they receive all event announcements. Tell the sponsors they can unsubscribe anytime.
  • Follow up with the sponsors for renewals in advance of their current expiration, or to upsell a single sponsorship
  • Create template for chapter offerings, approve it with the board, and post it to the chapter platforms for easy access
  • Create a template invoice for the sponsor offerings
  • Coordinate with the Treasurer for sponsor invoicing and payment
  • Coordinate with other Board members to source for sponsors

What Sponsorship Includes

Sponsorships may include actual payment for one event or a series of annual events, or a special event. It might include reciprocal support of a venue, catering, door prizes, or other goods and materials that benefit the chapter. A donated venue or someone who pays for the food is recognized as a sponsor with full sponsor benefits.

Recognize Sponsors

All sponsors are recognized in program materials, on the chapter platform, and at live chapter events, based on the value and agreement with each sponsor. It is best to keep them documented and consistent, although exceptions can be made.

Plan for Food

You generally want food if possible, because it attracts attendees to events. Catering at startup can be as simple at chapter funding allows. Sponsors almost always fund the food.

Seek a Free Venue

Sources for free venues include member companies, service providers, consulting companies, libraries or other public spaces, and universities and colleges. Get a free venue if you can, especially at start-up. This allows the chapter to focus on events and catering, and not spend funds on a venue. Treat venue donors as reciprocal sponsors with sponsor benefits and listing.

Break Even

Chapter goal is to break even on events, to cover food, to get a free venue if possible, and to cover the chapter’s basic expenses for banners, and other costs the chapter incurs.

Attendee/Contact Lists

Sponsors are welcome to collect business cards from attendees if they donate a door prize. We do not share our membership or attendee lists with sponsors. We may make an exception for special events, with opt-in by attendees in advance.

Web Site Director/Platform Director

This individual manages the communications activities of the chapter for the platform used by the chapter for its primary business. For the Cloud Security Alliance, this will always include a LinkedIn site received from CSA.

This individual will post content from the Board to the site, for event announcements, location, sponsors, speakers, membership, future meeting dates, and how to reach a board contact.

The Web Site Director/Platform Director is responsible for the accuracy and timeliness of information maintained on this site. They will coordinate with other Board members to keep it up-to-date.

The role should have backup administrators within the Board.

Other Roles:

Examples of other roles might be Marketing and Events/outreach in the community for other local related events and partnerships, university partnerships, a Facility and Catering Director, or a Training Director if you host special events such as the CCSK. Your chapter may have other needs, or specialized committees you fill, in research, local translations, etc. These above roles are recommended best practices within chapters.

Advisory Board Members

Advisory members may be added to the board in a non-voting role, for instance a liaison to CSA, or a forming board member, and past Presidents. There may be other needs. These roles have no voting power on the Board. These roles serve at the request of the President, upon the advice and inputs from the board. Up to six of these roles can be assigned. This typically occurs with a mature chapter. But it also can be supported for mentoring of a start-up or restart chapter.

All past Presidents not holding a current office and retaining active membership will be invited to attend Board meetings. Inactive past presidents will be invited to the Board meetings at the discretion of the Board.

Volunteers

Your chapter may have individuals who are not on the Board, but who serve volunteer roles. Examples: Social Media updates, LinkedIn site management, welcoming people to the meeting, staffing at expo tables on behalf of your chapter, etc. They will be members of your local chapter. These individuals will interface through the President, or the board role or Committee related to their function.

Vacancy:

Except the President’s role, unexpected vacancies can be filled by the President with a quorum approval by the board. Otherwise, they be held for an election, if the chapter has a regular election cycle in place. A President’s vacancy will be filled by the Vice President if one exists, or as you note in your bylaws.

Board of Directors Daily Routine Business

The Board manages the daily business of the chapter. A Board quorum for business requires half of the board members to be present. The Board may also appoint special committees for specific purposes as required.

Non-Performance:

By-laws should address the chapter’s charter and mission, plus the operating guidelines of the board and chapter. This includes a clause for non-performing board members. When a board member is unable to meet the commitment initially made, it must be addressed, and that individual should step down or resign. Any board member can and should request this action this action if someone is unable to fulfill their role. This may include malfeasance or ethics violations that must be addressed.

Document Download
CSA Chapter Board of Directors Download (.docx)

Chapter Forum Guidelines

Document Download
Chapter Forum Guidelines Download (.pdf)