2019 Chapter Management Awards. CMA Manual

Transcription

1 2019 Chapter Management Awards CMA Manual

2 Contents Contents... 2 About the awards... 3 IABC1720 Strategic Framework... 4 CMAs at a glance... 4 About Chapter of the Year Award... 5 How to Enter... 5 Work Plan... 6 How to submit... 6 Categories... 7 Communication Management... 7 Community Involvement... 7 Chapter Events... 8 Engaging Students & Young Professionals... 9 Financial Management... 9 Membership Marketing Mentorship Professional Development Sponsorships/ Partnerships Strategic Planning Volunteer Engagement & Leadership Development Sample Winning Entries The Do s and Don ts: Checklist Key Dates:

3 About the awards The IABC Chapter Management Awards are an annual awards program that recognizes the leadership, management, creativity and teamwork of IABC chapter leaders around the world. In 2018, the Chapter Management Award Task Force revised some award categories, as well as the evaluation process, to ensure that CMAs are a relevant, vital and accessible feature of IABC volunteer leadership. We have also added a category covering Mentorship This year, you will note that several categories, and their criteria have been updated or renamed. We are looking to highlight chapters that have incorporated Lazy Leadership thinking into their management. We also want to ensure that smaller, or struggling chapters, with more modest annual work programs have an opportunity to showcase their achievements. Thank you to the leaders from IABC Edmonton, the 2018 International Chapter of the Year, who will complete the evaluations for the 2019 CMA program. We hope you enjoy and embrace the new and improved IABC Chapter Management Awards - we look forward to learning more about your chapter s successes in 2018! 3

4 IABC1720 Strategic Framework As you prepare your entry or entries, please consider how your chapter incorporates IABC s vision, philosophy, and value propositions into chapter management strategies. Vision: Professional communicators at the heart of every organization. Purpose: To advance the profession, create connection and develop strategic communicators. Philosophy: IABC pledges to: Represent the global profession. Foster a diverse community. Focus on insights and results. Honor our Code of Ethics. We will achieve this by being open, contemporary and professional. Value Proposition: IABC is the only global association connecting me with the people and insights I need to drive business results. CMAs at a glance Eligibility: All chartered IABC chapters are eligible to enter. Time Period: Work done between 1 July 2017 and 15 November 2018 is eligible for entry. If you are submitting a multi-year project or program, only the results for the current year will be considered. Deadline: The deadline for entries is 11:59 p.m. PST, 4 December Divisions: Division 1: Large chapters (201 or more members) Division 2: Medium chapters (76 to 200 members) Division 3: Small chapters (15 to 75 members) Chapters may enter as many categories as desired and have the chance to win awards of Excellence or Merit in each category, as well as the Small, Medium, Large and International Chapter of the Year awards. Categories: Chapters that enter a single category can be a winner in that category. There are 11 CMA categories: Communication Management Community Involvement 4

5 Chapter Events Engaging Students and Young Professionals Financial Management Membership Marketing Mentorship (new!) Professional Development Sponsorships and/or Partnerships Strategic Planning Volunteer Engagement & Leadership Development All entries are the property of IABC and may be reproduced in the Leader Center, Leader Letter and other IABC material as appropriate. Evaluation: Merit Award: Entries scored between Excellence Award: Entries scored between Please note: Merit winners receive a commemorative award. There can be multiple merit winners in each category. Excellence winners receive a commemorative award. There can be multiple excellence winners in each category. About Chapter of the Year Award In order to be eligible for Chapter of the Year in each chapter division: Small chapters need to submit at least two CMA entries. Medium chapters need to submit at least three CMA entries. Large chapters need to submit at least four CMA entries. The minimum number of entries requirement only applies to chapters competing for Chapter of the Year. Chapters can submit one entry or as many entries as they would like. Winning chapters in these divisions receive a commemorative award and a USD$200 stipend that can be applied toward a future chapter program. The more categories you enter, the greater your chances of winning Chapter of the Year. In addition to a commemorative award, The International Chapter of the Year will receive one free registration to the 2019 IABC World Conference, taking place from 9-12 June 2019 in Vancouver, BC. The complimentary registration must be given to a chapter leader. The 2019 International Chapter of the Year will be responsible for judging the 2020 CMAs. How to Enter Evaluators look for imaginative, innovative programs with clearly stated, measurable goals and objectives. The more complete your entry, the better your chances of winning an award. For each entry you are required to submit a work plan and at least one work sample, all in PDF format. You may find that a specific program or event fits into multiple categories. Chapters are welcome to enter 5

6 in both categories or just the one that they feel fits best. If your chapter enters both, the entries should not be the same. Work Plan The CMAs are an opportunity for you to tell your chapter s story. Please keep in mind that you are not competing with other chapters when you submit a CMA entry, rather, you are sharing your success story with the evaluators. The work plan outlines what you set out to do, how you implemented, and what outcomes resulted. Please use the name of your chapter and the category of the entry as the title of your award. Example: IABC Saskatoon: Communication Management Eight-page maximum (minimum 10-point type) US Letter or A4 sized paper Please use headings and bullet points as needed Work Plan is a statement of your chapter s goals or objectives and how well your programs and projects met them Entries will be evaluated on the merits of the programs and projects described and the extent to which stated goals were met or analyzed Past winning work plans are available for reference on Leader Centre. There are five sections required to be covered in a work plan. Goals and Objectives: State the purpose and desired results of each activity, project or program. Clearly define what your chapter set out to achieve. o Let the evaluators know why this goal was important for the chapter. Why was this goal set? o Include the chapter history, market environment, or other factors the evaluators should consider. Budget: Provide budget for the program or initiative. Implementation: Describe the strategies or tactics your chapter used to achieve these goals. o Include any obstacles encountered and how the chapter responded to them (if applicable) o Include methods of communication and transparency. Measurement: How did the chapter measure effectiveness of the initiatives? o If the program did not meet its goals, provided an analysis of how the program or initiative could be improved based on your learnings. Results: Evaluate the results, compared to your chapter s goals and objectives. How to submit Entries will be submitted using a new online platform, OpenWater. The portal will be open for entries to be submitted in mid-october. 6

7 Categories Be sure that your entries cover everything that is included in the rubric for that category. The descriptions below provide outlines of the types of things that the evaluators would like to see in each entry. Entries are evaluated based on the chapter s own goals and successes, and are not compared to other entries in the same category. Communication Management Why it s important: Effective communication management is vital to growing the IABC brand and the chapter. Through communication, chapters establish visibility of local events, have opportunities to engage members and non-members, and create connection among business communicators. Describe your chapter s communication objectives and your efforts to measure and evaluate their effectiveness. This can include social media, online newsletter, and other marketing campaigns. Be sure to include your chapter s position and tell the story of your chapter s goal and why it was set. Use the below as a guide while preparing your entry: 1) Internal Program Describe how you communicate with your members. For example, your chapter, social media, newsletters, letters from the president and meeting promotion. Describe your feedback systems. For example, membership surveys, meeting and program surveys, open board meetings with member question-and-answer sessions and/or social media. 2) External Program Describe how you communicate with external audiences. For example, how you use media and/or social media to promote your chapter, market your events and services to prospective members, increase awareness of your chapter and the IABC brand, advertise within the profession and in the business community, build online communities, celebrate member accomplishments and address communication issues. 3) Branding Describe how the language and messaging in your marketing and communication efforts support the IABC brand. Describe how your chapter uses the visual aspects of IABC s brand guidelines. Is the chapter following the guidelines on its social media sites, brochures, marketing copy and logos? Do you incorporate the values, visual elements and tagline outlined in the IABC brand guidelines? Community Involvement Why it s important: Chapters play a key role in enhancing IABC by building relationships with local entities, expanding the IABC brand, and establishing positive relationships among the local community. Describe your strategies to enhance the reputation of IABC in your community and how you evaluate those efforts. Tell the story of how your chapter has worked to enhance the reputation of IABC and why this is important to the chapter. Use the below as a guide while preparing your entry: 7

8 1) Community Engagement Describe your outreach programs. For example, volunteer PR or communication programs, assistance for nonprofit organizations, job placement services or literacy programs. Describe how the chapter fosters a diverse community through outreach, and programming, and honoring the IABC Code of Ethics. 2) Expanding IABC initiatives Describe how the chapter builds the brand by promoting IABC initiatives. Have you built relationships with local institutions to promote the new corporate membership model? Has the chapter utilized certification as a tool to develop local communicators and increase engagement within the community? Do you promote IABC webinars as professional development opportunities? 3) Leveraging the IABC Value Proposition Describe how you interact with other professional groups. For example, activities with IABC chapters, professional associations or business organizations. Describe how the chapter manages local competition and utilizes the IABC value proposition to engage members and non-members. Chapter Events Why it s important: Events are a great way to demonstrate the IABC purpose of advancing the profession, creating connecting, and developing strategic communicators. In this category, there is flexibility for you to demonstrate success in delivering value in various ways. This can include, but is not limited to, annual event programs, awards ceremonies, conferences, galas, or a limited series of events such as networking events. Describe your event and why it was a valuable opportunity for the chapter. Provide a clear chapter goal that demonstrates the chapters needs and how your chapter used this event(s) to engage local communicators and members. Use the below as a guide while preparing your entry: 1) Event strategy Describe what led the chapter to plan this event or series of events? Was it inspired by the result of a member survey? Were you a struggling chapter looking for ways to re-engage members? 2) Event management How has this program created connection among members and engaged non-members? How did chapter leaders/volunteers collaborate to plan for this event? 3) Event Marketing How was the event marketed? Did the chapter reach its target goals for revenue or attendance? How many members attended vs. non-members? 8

9 Engaging Students & Young Professionals Why it s important: Students and young professionals are the future of IABC. By engaging them early in their careers, they have opportunities to grow professionally and make meaningful connections. There is also opportunity for chapters to build a leadership pipeline by engaging new IABC members, including students and young professionals. Describe your strategies to connect with students/young professionals and how you measure those efforts. Many chapters lose students/young professionals after they transition to professional members. Tell your chapters story of how it s worked to eliminate that risk and keep those members engaged. Use the below as a guide while preparing your entry: 1) Engagement Describe how the chapter has created diverse opportunities to engage students and young professionals. Does the chapter have a mentorship program, offer scholarships, careercounseling, etc.? Does the chapter partner with a local university? How does the chapter engage those members to stay involved with IABC after they graduate? Describe efforts to create connection among young professionals? Does the chapter host a monthly networking event at a cool location? Has the chapter established a special interest group that engages young professionals? 2) Relationship Building Describe how you promote IABC to universities, professors, students and the educational community. For example, speaking engagements, meetings or discussions, curriculum support, fee discounts, advisory board service, or social media initiatives. Does the chapter have a plan in place to engage these members in volunteer opportunities? Financial Management Why it s important: Strong financial management practices create opportunity for chapters to invest in their membership. Transparency is vital to building trust among board members and chapter members. Describe your financial management strategy and policies, including training for board members, sources and uses of income and special challenges. Describe why it s important to your chapter to have clear financial procedures. Use the below as a guide while preparing your entry: 1) Procedures Describe how your chapter s budget, financial policies, expenditure procedures and budget evaluations are created. To demonstrate your procedures, attach the following: o Budget (income and expense) for the year entered and how it supports the chapter s goals. o One month s financial report (within same budget year) with budgeted and actual numbers, results of operations, and reconciled cash balance for the beginning and end of the period 9

10 o Other internal reporting forms (income receipt form, check request form, financial policy manual) o Auditor s report, if available. If not, comment on your audit policy Describe your reconciliation procedures, cash flow management and other financial controls. 2) Transparency Describe how chapter leaders are kept informed about the chapter s financial position. How are leaders trained/onboarded to manage chapter finances? Does the chapter provide visibility of chapter finances to member? Describe how. Were there any challenges that led the chapter to tighten its finances? Did the chapter overcome? 3) Member value Describe how these procedures have set the chapter up to create new opportunities for members. Did you exceed a revenue goal that allowed the chapter to invest in savings or in additional opportunities for members? Membership Marketing Why it s important: Chapters play a key role in expanding IABC by recruiting and engaging members and contribute to IABC s aim to advance the profession, create connection, and develop strategic communicators. Chapters can provide a unique opportunity by creating diverse programming and networking opportunities that appeal to local communicators. Describe the chapters marketing goals and how they are implemented. Tell the story of how your chapters marketing strategy has grown the chapter, engaged members, and expanded the IABC presence within the local community. Use the below as a guide while preparing your entry: 1) Marketing Methods What resources does the chapter use for marketing campaigns? Does the chapter have a stellar website or send an e-newsletter? How are members engages using various media platforms? Is the chapter doing something unique to market chapter events and engage new audiences? Tell the story of how this method has expanded the chapter s presence. 2) Recruitment and Retention Describe how the chapter uses marketing to grow the chapter? Are there goals set to reach a new audience? Do communications appeal to current members? Describe the programs that are established to keep existing members engaged and encourage them to renew their memberships. This might include membership surveys, program surveys, programming, etc. Does the chapter have a membership drive? What incentives are offered? What marketing strategies are used? Provide samples, if possible. How does the chapter welcome new members? Are welcome calls or s sent? Does the chapter hold breakfast or lunch meetings for new members? Are there orientation activities that highlight member benefits? 10

11 Describe efforts make to work with companies and HQ staff to recruit corporate memberships. Describe how the chapter uses certification as a value to members and employers. 3) Special services Describe special services that are offered as a member benefit. This might include job placement services, freelance services, special interest groups, etc. Describe any special member recognition programs. Mentorship Why it s important: Mentorship enhances the three pillars of IABC s strategic framework to advance the profession, create connection, and develop strategic communicators. Mentoring can increase member value and engage senior and early career professionals. Describe your chapter s mentorship program and the unique value that it brings to members. Tell the story of how your mentorship program has grown the chapter and fostered engagement among members. Use the below as a guide while preparing your entry: 1) Engagement How many members are a part of the mentor program? How long has the chapter had the program? How does the chapter determine its success and the value for mentors and mentees? Please share survey samples. How is the program promoted? Do you have a web page or marketing campaign that you can share? Has the chapter experienced any challenges with the program? Describe the challenge and how the chapter was able to move beyond it. 2) Alignment How does the program tie into the chapter s strategic plan? Is the program aligned to IABC s global standards and career roadmap? (We represent the global profession. We create connection. We are a diverse community. We focus on insights and results.) Professional Development Why it s important: Professional Development can play a key role in member engagement and growing membership. Chapter s develop opportunities for learning that help communicators grow and can demonstrate the value of IABC to local employers. Describe your PD program strategy and how it is used to build community among local communications professionals. Describe how the program meets member needs and engages non-members. Use the below as a guide while preparing your entry: 11

12 1) Programs Describe how the chapter determined member needs and built a program aimed at maximizing member value. Does the program meet diverse member needs? Explain how your program approaches PD and describe how the content is selected? Does the chapter aim to meet the needs of different experience levels? How did the chapter determine it attendance and/or revenue goals for the program? Is this a stand-alone program or a series? How has the chapter provided member value with limited resources? 2) Providing value Is the chapter doing something unique that allows it to reach a larger audience? Are there opportunities for lunch events, webinars, workshops, etc? How does the chapter promote IABC programs that are designed to provide PD and career development? Has the chapter utilized free IABC webinars as an opportunity to build community with limited resources? Describe efforts to engage different audiences such as senior communicators, young professionals, special interest groups, and more. Sponsorships/ Partnerships Why it s important: Sponsorships and partnerships are a great way to expand the global presence of IABC and provide unique opportunities for chapters to generate revenue. These relationships can also lead to additional benefits for chapter members. Provide and overview of your sponsorship/partnership activities and how the chapter has leveraged the relationship to expand its presence. Use the below as a guide while preparing your entry: 1) Sponsor/Partner identification, recruitment, and management How do you identify and recruit sponsors or build relationships with partners? Provide an example of a sponsorship agreement and/or a sponsorship brochure. How do you manage sponsor relationships? How do you use partnerships to engage new audiences? What steps do you take to protect member data and the IABC brand? Were the IABC Code of Ethics followed? What opportunities are provided for sponsors/partners to engage with members? 2) Sponsor/Partner value What value was promised to the sponsor/partner and did the chapter deliver? What was the sponsor or partner s satisfaction with the arrangement and how was this determined? Has the sponsor agreed to or expressed interest in future opportunities? 12

13 Strategic Planning Why it s important: The #IABC1720 strategic framework aims to advance the profession, create connection, and develop strategic communicators through a proactive approach to thought leadership and by enabling communicators to prove their impact on the organizations they serve using insights and results. By aligning with the strategic framework, chapters create opportunities to grow with the association and meet member needs. Describe how your chapter has aligned with the #IABC1720 strategy and IABC s stated purpose to advance the profession, create connection and develop strategic communicators. What is your chapter doing to identify challenges and establish plans to tackle those challenges while planning for long term success? Use the below as a guide while preparing your entry: 1) Strategy Alignment Describe how your chapter aligned with IABC s new vision, purpose, and 17/20 strategy. For example, have you streamlined processes, updated your chapter bylaws, or taken other initiatives to ensure that your chapter is in alignment with the international strategy? What short term and long-term plans has your chapter put in place in order to strengthen and grow your chapter? Now that you are one year in, discuss how the chapter has progressed the strategy or adjusted to better meet member needs. How has the chapter has become a storyteller/spokesperson of the strategy to increase member engagement? 2) Chapter Planning How has the chapter integrated its strategy planning into professional development and additional opportunities to support members? Describe how your chapter will use strategic planning to identify solutions to challenges that the chapter is facing. How have the three pillars of the 17/20 strategy (Advance the Profession, Create Connection, and Develop Strategic Communicators) been incorporated into your planning? Volunteer Engagement & Leadership Development Why it s important: Chapters are the heart and soul of IABC, and their leaders play a key role in the overall success of the organization. Volunteering on a chapter board should be a fun, rewarding experience that isn t exhausting or too time consuming. This is an opportunity for communicators to build their resume and give back to the profession while giving them an opportunity to build their network and make lifelong friends. Describe your chapter s leadership needs, how it engages new volunteers, and invests in leaders. Tell the story of how your chapter creates meaningful and rewarding experiences for volunteers and how that impacts the overall health of the chapter. Use the below as a guide while preparing your entry: 1) Strategic Planning 13

14 Describe how the leadership team sets goals for the upcoming board year. What about long term goals? 2) Volunteer Recruitment Describe your open-call process. Do you set clear expectations and a description of the open board roles? How does the chapter identify and recruit volunteers and board members? Does the chapter have a fun way of attracting new volunteers? Have you figured out a way to develop lazy leaders and avoid a martyr leader culture?. What kind of volunteer opportunities are available? Do you offer micro-volunteer opportunities to lessen the workload for board members? 3) Onboarding and Development Describe your onboarding and succession planning processes. Does the chapter help new leaders become familiar with resources, such as Leader Centre? Describe how you train leaders about IABC s structure, culture, brand and strategic priorities. For example: succession planning, board orientation, chapter policy manual, bylaws, job descriptions of chapter officers and committee chairs, and leader communication. Does the chapter provide leadership development opportunities? For example, participating in a regional LI or the annual Leadership Institute 4) Engagement What does the chapter do to make volunteering fun and exciting? Has this helped create a leadership pipeline for the chapter? How does the chapter recognize and reward volunteers, chapter leaders, and committee members? 14

15 Sample Winning Entries Check out samples of winning entries from 2018 on Leader Centre. The Do s and Don ts: DO tell your chapter s story. Remember that this entry is about how the chapter determined its needs, set its goals, and worked to achieve them. All chapters have unique in challenges, and the CMAs are an opportunity for them to show how and why the chapter set goals, and why it was valuable for members and leaders. DO review past winning entries to get an idea of what the evaluators will be looking for. DO provide as much detail as possible and samples of your winning work. DO set a schedule that will help you stay on track with preparing your entry. DO task various board members with collecting data to support your entries. Submitting CMAs are a time commitment and it helps to split up some of the work. DO review your entries before submitting. Ask other board members to review as well. DON T wait until the last minute to prepare your entry. DON T forget to include key aspects of your entry. Review the Checklist below. Checklist What is the purpose of your entry? What were the opportunities and challenges? Include thorough information about your chapter history to give the evaluator an understanding of your chapter. What are the goals and objectives of this entry? Be sure to clearly state the purpose and desired outcome. Did you include proper budget information? Be sure to include totals for each component. How did your chapter implement this project/program/event? What strategies were used to achieve your goal? Be sure to tell the evaluator how the effectiveness of the project was measured. Evaluate the results clearly. This should clearly reflect the goals and objectives. Be sure to include samples of your work. Key Dates: Submission deadline: 4 December 2018 CMA Ceremony: 7 February