Rick Alcantara, VP of Communications

Rick Alcantara 289sc

Rick Alcantara

Rick Alcantara's activity stream


  • Top ’24 Trends: Empowering Communicators as Stewards of Employee Experience

    SH_headshot_600px.jpegWhether you’re responsible for the full spectrum of communications functions or exclusively focused on internal audiences, there’s no doubt you’re managing an incredibly challenging landscape. Audiences are inundated with information coming from all directions and there are myriad ways to consume it.

    And all the while, some of our most crucial stakeholders – our employees – are increasingly disengaged.

    When we distill the dynamics at play, several trends surface that can help us as communicators to have a positive influence as valued, solution-oriented thought partners.

    It’s all about actively studying the members of our organizations, their preferences and challenges and their different perspectives and experiences. It’s about embracing the tools that can help us strike a balance between keeping employees informed and flooding them with so much information they tune out. We must strive to get our messages to employees in a consistent manner with nuance for it to resonate well. We’ve got to refine the way we help today’s deskless workers stay connected to the company’s goals and purpose. We also have to design ways to equip people managers with the skills and methods they need to represent the organization to the employees and employees to the organization.

    If you’re lucky, you’ve got a great team of communicators helping your organization and its leaders navigate this reality.

    Let’s get together in Philly and talk about how!  

    Key takeaways:

    1. Learn how prioritizing and personalizing can help employees take note of, digest and act on important information.
    2. Discover how you can manage the demands on communicators by tapping into tools to help accelerate your work.
    3. Target the unique needs of deskless remote workers and people managers who are often overlooked and under-indexed.
    4. Equip your organization to balance speaking with both unification and nuance.
    5. Explore how the simple act of listening to employees can impact communications and business success.

    About Stacey Hajdak, APR

    Stacey brings 30 years of experience leading the communications function in corporate roles and teaming up with clients in agency roles.

    In-house, she has been responsible for driving the full spectrum of strategic planning and implementation of executive communications, brand positioning, internal communications and employee engagement, customer communications, reputation management, media relations, as well as issue and crisis communications.

    Stacey taps this deep experience and perspective for her work serving clients at Ruder Finn. Stacey serves on the leadership team of the newly formed rf.engage Americas, the agency’s Global Center of Excellence for Strategic Internal Communications.

    She maintains her APR (Accreditation in Public Relations) designation and earned her master’s in communication management from Syracuse University’s Newhouse School. Stacey served for 15 years as an officer in the United States Army Reserve, including several active-duty tours, among them, as a company commander in Iraq. Pushups will be optional!

    WHEN
    June 13, 2024 at 12:00pm
    WHERE
    Temple University Center City Campus
    1515 Market St
    Suite 215
    Philadelphia, PA 19102
    United States
    Google map and directions
    $5.00 USD
    rsvp

  • Future Watch 2024-2025: Key Trends and Events Public Relations Should Have on Their Radar in the Coming Year

    Photo-Stephen_Dupont__Low_Res.jpgU.S. presidential election, landmark trials, food shortages, record EV sales, loneliness, reproductive rights, decluttering surge, silver tsunami, domestic migration, child labor, dechurching, demand for older workers, record snow and heat, Bitcoin ETFs, dropping interest rates, climate gentrification....

    As professional communicators, what trends and events should you have on your radar screen for the coming year? Scanning the horizon for potential changes and events can help communications professionals better anticipate and plan their internal, external and leadership communications.

    In this IABC Philadelphia learning event, public relations pro and professional futurist Stephen Dupont, APR, Fellow PRSA, offers his Future Watch webinar. He will wire you in about potential trends and events to watch in the coming year. Applying a futurist mindset, Dupont will discuss how to scan for signals of change, how to prepare for game-changing events, and how the action you take today matters in achieving the future you (and your organization) want tomorrow.

    By the end of this webinar, participants will:

    • Learn about trends and events that will inform their work
    • Learn how to think like a futurist and learn how to start to scanning for potential change/disruption
    • Learn how to prepare for these changes and remain nimble in the coming months and years

    About Stephen DuPont

    Stephen Dupont, APR, Fellow PRSA, is vice president of public relations, Pocket Hercules, based in Minneapolis, Minnesota. He also is a professional futurist and edits Compass, the international quarterly magazine published by the Association of Professional Futurists (APF.org). He writes and speaks frequently about the intersection between communications and foresight in organizations (corporations, nonprofits, government agencies, the military).

    WHEN
    September 19, 2024 at 12:00pm
    WHERE
    online
    $5.00 USD
    rsvp

  • Make Your Message Matter With Accessible Comms

    accessible_.pngThe power of communication is in the ability to connect with emotion to change hearts and minds. When your digital content isn’t accessible for everyone, including people with disabilities, you’re leaving people behind.

    Around the world, 16% of the world’s population, or over 1.3 billion people identify as having a disability. And according to the WebAIM top million report, 96.3% of the top million homepages on the internet have detectable accessibility problems.

    You don’t need a big team or a big budget to make a big impact. There is a clear connection between accessibility and meaningful, measurable business outcomes.

    Get ready to dig in, engage and start thinking differently in this highly interactive and fun session.

    During the session, we’ll cover:

    • The principles of digital accessibility – what it is and what it means
    • How audiences with different needs benefit from accessible communications, including people who are neurodiverse, people who have visual disabilities and people with Parkinson’s, ALS or other neuromuscular conditions
    • How to write accessible content, including implications for videos, graphics and visuals, and where AI fits into the workflow

    Free LinkedIn Live Event
    https://www.linkedin.com/events/7163599913631608832/comments/

    About the Panelists

    Kelly_Thibodeau_friendly_headshot.jpg

    Kelly Thibodeau

    Kelly is a consultant, trainer and speaker who’s been making online marketing make sense for organizations, nonprofits and industry groups for over 25 years. She’s the founder of Squarely Accessible.

    Kelly believes that content can’t be conversational until it’s inclusive. As the daughter of a mom with physical and cognitive disabilities, she’s witnessed first hand the impact of an inaccessible world and wants to affect change to build a more inclusive society. 

    Squarely Accessible is a recipient of the inaugural 2022 Manitoba Accessibility Fund Grant. Her experience in digital accessibility started in 2007 as a member of an internal Accessibility for Ontarians with Disabilities Act (AODA) working group committee for a leading international financial services organization, and then as a key member of an Accessibility for Manitobans Act (AMA) working group.

    Kelly’s been on LinkedIn since 2006, and has had too many browser tabs open ever since.

    Jolene_MacDonald.png Jolene MacDonald

    Jolene is the Founder of Accessibrand. For over a decade, she has known that people with disabilities need a different work model to be able to give their full potential to their careers. Accessibrand™ is based on Jolene’s 25 years of knowledge in the graphic design and marketing industry, as well as her 21 years as a successful entrepreneur and award-winning designer, creative director and illustrator. Top that all off with her own personal disability experience, and out comes an innovative model for a design, marketing and communications agency that employs professionals with disabilities. Accessibrand provides employment opportunities to its working collective and those able to take on the work do so. Jolene is an advocate, wife and mother of three. She has volunteered with Little People of Ontario, Rare Disease Foundation, and sits on the Grand River Accessibility Advisory Committee and CAN National Committee. 

     

    WHEN
    April 30, 2024 at 12:00pm
    WHERE
    https://www.linkedin.com/events/7163599913631608832/comments/
    rsvp

  • Mastering the Art of Prompt Engineering for Strategic Communicators

    Greg-Linkedin-Article-Pic_700px.jpgGenerative AI is transforming every level of strategic communications, offering unimaginable opportunities for innovation, creativity, and efficiency.

    And while the hype is everywhere, real-world use cases are hard to come by. How are the super creators–those who have mastered AI–using AI in the practice of communications? What efficiencies are they achieving and how are they using AI in their workflow?

    Join Greg Matusky, CEO and founder of Gregory FCA, as he opens his firm’s playbook and shares with you some of the most innovative use cases for generative AI. In this one-hour session, Matusky will demonstrate how to build prompts that overcome the embedded frictions that have vexed communicators for generations. Using ChatGPT 4, he will walk you through use cases that:

    • Find the right voice and tone for any written communications.
    • Build an automated media training course.
    • Write stronger, more compelling headlines.
    • Create strategic communication plans and documents.
    • Develop crisis management plans.

    View the promo video

    Matusky was an early adopter of generative AI, and his firm was the first in the country to build an internal generative AI platform, well before ChatGPT was introduced. Matusky’s firm has pioneered the safe and effective use of AI while improving the quality and velocity of client work products. He believes that to stay viable in the new world order of communications, practitioners not only have to know how to use AI but they must master it to achieve super creator status and safeguard their careers. This session will show you how to move in that direction and become a more valuable asset for your enterprise.

    In the rapidly evolving landscape of digital communication, Generative AI stands at the forefront, offering unprecedented opportunities for innovation, creativity, and efficiency. Join us for a pivotal talk that delves into the big picture of Generative AI’s transformative impact on strategic communication, followed by an in-depth exploration of one of the most critical skills in the AI toolkit: the art of building effective prompts.

    This presentation is designed for strategic communication professionals who are eager to harness the power of Generative AI to elevate their messaging, engage audiences more deeply, and streamline content creation processes. Whether you’re a seasoned expert or just beginning to explore the possibilities AI offers, this talk will provide valuable insights into:

    • The Big Picture: Understand the role of Generative AI in reshaping the landscape of communication, from personalized content creation to dynamic audience engagement strategies.
    • Practical Mastery: Learn the nuances of prompt engineering—how to craft prompts that elicit precise, relevant, and creative outputs from AI, transforming the way you create content.
    • Strategic Advantage: Discover how to strategically integrate AI into your communication toolbox to enhance creativity, increase efficiency, and maintain a competitive edge in a digital-first world.

    Prepare to be inspired, informed, and empowered to take your strategic communication efforts to the next level with the cutting-edge capabilities of Generative AI. Don’t miss this opportunity to be at the forefront of the next wave of digital innovation.

    About Greg Matusky

    Greg Matusky is a passionate student of human communications and how it powers our culture, economy, and future. As CEO of Gregory FCA, one of the 40 largest PR firms in America, he has helped develop the communication skills of hundreds of professionals, providing them with insights from more than 40 years of experience in storytelling, from his beginnings as a magazine article writer to his present role as head of Gregory FCA.

    A student of Gladwell, Pinker, and Chomsky, he is not afraid to delve into the rabbit holes of linguistics and cognition to uncover the process of human communications and share his discoveries. His most recent interest lies in artificial intelligence and how AI is transforming corporate communications and public relations. In that respect, he oversaw the development of one of the first generative AI tools for public relations professionals, Gladwrite, which his team created before OpenAI’s introduction of ChatGPT in November 2022. In February, the team at Gregory FCA launched WriteRelease, a free AI press release creation tool customized to produce more than 70 news release types. Matusky’s fascination with AI is driven by a deep desire to allow others to do digitally in seconds what took him years to master.

     

    IABC Philly and Gregory FCA will provide a box lunch to every attendee.

    WHEN
    May 14, 2024 at 12:00pm
    WHERE
    Temple University Center City Campus
    1515 Market St
    Suite 215
    Philadelphia, PA 19102
    United States
    Google map and directions
    $10.00 USD
    1 rsvp rsvp

  • The Promise and Perils of AI-Enabled Synthetic Media

    Shel_Holtz.jpgDigital innovation -- and especially generative artificial intelligence -- continues to transform the communication landscape. Synthetic media is the latest groundbreaking tool to emerge that presents communicators with both immense potential and significant risks. 

    This session explores the dynamic world of synthetic media, focusing on its pivotal role in modern communication strategies. Synthetic media, including AI-generated text, deepfakes, and virtual influencers, offer communicators novel ways to engage with diverse audiences, but it also presents unique challenges that must be carefully navigated.

    As communicators in a global landscape, understanding and employing synthetic media can revolutionize how we connect with our audiences. This session delves into how synthetic media can be harnessed to create highly personalized and impactful content, tailored to specific audience segments and even individuals. However, it also underscores the ethical considerations and the importance of maintaining transparency and trust in the age of AI-generated content, as well as the need for vigilance and plans to address synthetic media developed by others that target your organization and its people.

    Check out the promo video

    Takeaways:

    • Understanding Synthetic Media: Gain insights into what synthetic media is and its various forms, including AI-generated content, deepfakes, and virtual influencers.
    • Benefits for Communicators: Learn how synthetic media can be integrated into communication strategies to create more engaging, personalized content that resonates with different audience personas.
    • Ethical Considerations and Trust: Explore the ethical implications of using synthetic media, including the importance of transparency and maintaining audience trust in an age where authenticity is often questioned.
    • Risk Management: Understand the potential risks associated with synthetic media, such as misinformation, and how to mitigate these risks in your communication strategy.
    • Practical Applications: Discover real-world examples of synthetic media being used effectively in communication strategies, and how these techniques can be adapted for your organization.
    • Future Outlook: Take a look at the future potential of synthetic media in communication and the evolving landscape of digital media technologies.

    About Shel Holtz

    Shel Holtz, SCMP, ABC, IABC Fellow, is senior director of communications at Webcor, a commercial general contractor and builder in California. In addition to integrating technology into communications strategies, his expertise includes strategic communications planning, change management, organizational culture/employee experience, business initiatives, and communications research. Before joining Webcor in 2017, he consulted independently for more than 20 years as principal of Holtz Communication + Technology. Earlier in his career, Shel was director of corporate communications for Allergan and Mattel and spent time at two global human resources consulting firms. His first job in the organizational communication field was with ARCO in Los Angeles as an internal communications representative. He has written six communication-themed books and is co-host of the first and longest-running communication-focused podcast, “For Immediate Release,” which debuted in early January 2005. He is a regular speaker globally on topics surrounding the application of online technology to strategic communication. He is a Fellow of the International Association of Business Communicators (IABC), a Senior Fellow of the Conference Board’s Marketing and Communication Center, and a Founding Research Fellow of the Team Workflow Institute. An IABC member for more than 45 years, Shel spent six years on the International Executive Board and was president of IABC/Los Angeles.

     

    WHEN
    May 30, 2024 at 12:00pm
    WHERE
    online
    $5.00 USD
    2 rsvps rsvp

  • published Photos from the 2024 SuperMarcom Meetup in News 2024-01-26 12:50:51 -0500

  • Job Search and Career Success Through T.R.U.S.T.

    _NLS2375.jpgWhen it comes to a job search or managing your career, you need to TRUST and feel good about yourself. You need to TRUST that your plan will get you there and you need to build TRUST in the hiring manager or your supervisor that you are the right person for the role.

    Check out the event promo

    This talk will focus on key aspects to help you “Simplify your job search and career through T.R.U.S.T.” This five-step process helps you identify the right jobs and opportunities to reach your career goals:

    Transparency: The importance of knowing and being yourself to win the right opportunity

    Results: From your resume to interview answers... it’s about outcomes

    Understanding: It takes a multi-pronged approach including using LinkedIn effectively

    Simplify: Reduce the stress by simplifying the interview process

    Team: Your family, friends and network are keys to a successful job search

    Additionally, we’ll identify different personality styles that will allow you to connect and communicate with interviewers on a different level than your competition.

    Free LinkedIn Live Event 

    https://www.linkedin.com/events/jobsearchandcareersuccessthroug7156312659284410369/theater/

     

    About Ken Sher, Executive and Career Coach, Sher Coaching

    Ken_Smile.jpegKen Sher is an executive coach, career coach, and keynote speaker who helps leaders and companies win the talent war!

    Earlier in his career, Ken spent 25 years at Johnson & Johnson where he held multiple sales & marketing leadership roles and led three sales training & leadership development teams that designed, developed, and delivered leadership training to various levels of J&J. He also led the U.S. sales recruiting department.

    While at Johnson and Johnson, Ken learned how the company overcomes challenges to remain one of the most successful businesses in the world. He discovered that to be a great leader, there must be TRUST with all internal and external stakeholders.

    Ken's Trust Success Model (Transparency, Results, Understanding,  Simplification, Teams) can be transformational for individual contributors, leaders and their companies. He shares this leadership approach in both one-on-one coaching and keynote speaking. He's described as a “dynamic, engaging and motivational speaker ” and someone who “makes people think outside of their normal comfort zone”

     

    WHEN
    March 06, 2024 at 6:00pm
    WHERE
    LinkedIn Live
    rsvp

  • An interview with IABC President Rick Alcantara

    Screenshot_2024-01-09_at_8.37.46 AM.pngRick Alcantara, president of IABC Philadelphia, recently appeared on Tiffany's Community Spotlight to discuss public relations, crisis communications and association membership with host Tiffany DuBois-Morales. 

    Read more

  • Social Media Has Changed. Have You Changed With It?

    Hanson_w_phone.pngBy Diane Streleckis -  If most communication professionals were asked whether they were comfortable using social media, they’d likely answer yes. But social media guru Arik Hanson noted that social media has changed—and many of us still need to adapt. Hanson highlighted some of the most critical changes every pro should know.

    Read more

  • Corporate Communications: Getting the Next Job Done

    IABC Philly is a sponsor of the Conference Board's event. IABC members can receive 50% off the registration price.

    It's become clear that we no longer live in a time punctuated by a single disruption, but rather one in which multiple crises and transformative upheavals – business, politics, economics, climate, technology, and more – have become the norm. Corporate communications practitioners are standing in the center of these storms, using agile, timely, and strategic storytelling to engage both internal and external stakeholders and to envision a pathway forward. In doing so, the function has evolved in its purpose and expanded in its impact. The question now is: what comes next?

    Such urgent circumstances necessitate an invaluable opportunity for communications leaders to gather to share concrete strategies for leveraging strategy, technology, data, and story to get the job done amid the stunning challenges that are impacting our daily lives.

    Join us in person in New York City for a highly interactive experience in which we'll not only hear from top corporate communicators on stage but tap into the collective insight and experience of our accomplished audience through multiple rounds of small-group discussions and structured networking exercises. Walk away with new insights, strategies, and tactics as well as an expanded network.

    Who Should Attend: 

    C-suite Officers, Vice Presidents, Heads, Directors, and Managers of: 

    • Corporate Communications
    • Corporate Affairs
    • Internal Communications
    • External Communications
    • Executive Communications
    • Public Affairs
    • Engagement 

    Speakers and Agenda

    Registration

    Chapter members can obtain the 50% discount code for registration by contacting [email protected].

    WHEN
    February 29, 2024 at 8:00am - March 01, 2024 at 1:00pm
    WHERE
    New York Marriot, 85 West St., New York, New York
    rsvp

  • Navigating the Unseen Roads: A Journey to Personae

    Carla_GuestBy Diane Streleckis - The idea of personas for communication seems simple. You develop a set of profiles, each representing a segment of your audience, then write your materials to the appropriate person. But, of course, the process to create these personae is never simple. And no matter how well you plan, it’s usually full of surprises.

    Read more

  • 10 Human Behavior Hacks That Make Your Email Crazy Effective

    Nancy HarhutDo you follow all the best practices for email creation and still not get the response you want? That’s because today there’s more to success than targeted lists, compelling offers, and perfectly executed creative.

    Today you need to know the decision-making shortcuts people use with email – the automatic behaviors that determine whether they open, read, and respond to it.

    Scientific research has proven people don’t operate in rational, considered ways. Rather, readers cruise along on autopilot, with certain prompts sending us clicking in one direction or another. 

    In this information-packed session, you’ll discover 10 tactics that will get your target to open, read, and respond to your email without even thinking about it! See numerous examples from various verticals, and leave ready to create insanely effective emails that prompt automatic action.

    Find out:

    • Two ways to position your message for faster response 
    • How to turn a small “yes” into a big win
    • When “negative” messages can have positive results
    • Why you’ll sell more using Social Proof
    • The journalists’ secret that boosts email readership

    Watch the video promo

     

    About Nancy Harhut

    A top-ranked speaker, Nancy’s known for her interesting and actionable insights that focus on the impact of behavioral science on marketing. She's wowed audiences in Sydney, London, Berlin, and all over the US with her high-energy, example-jammed presentations.

    The co-founder and chief creative officer of HBT Marketing, Nancy has been named one of the 10 Most Fascinating People in B2B Marketing, a Social Top 50 Email Marketing Leader, and a Top 40 Digital Strategist. She and her teams have won over 200 awards for B2C and B2B marketing effectiveness. Check out her new book, “Using Behavioral Science in Marketing: Drive Customer Action and Loyalty by Prompting Instinctive Responses.”

    WHEN
    March 27, 2024 at 12:00pm
    WHERE
    online
    $5.00 USD
    19 rsvps rsvp

  • published Bylaws in About 2023-11-17 14:07:34 -0500

    Bylaws

    Approved November 2023

    Article 1: Name and Location

    Section 1. Name
    The name of this organization shall be IABC Philadelphia, a Pennsylvania not-for-profit organization governed by the Pennsylvania Nonprofit Corporation Law of 1988, as amended.

    Section 2. Affiliation
    IABC Philadelphia shall be affiliated with the International Association of Business Communicators (IABC), headquartered in Chicago, Illinois, USA.

    Section 3. Location
    The geographical area served by IABC Philadelphia shall include Southeastern Pennsylvania, Southern New Jersey and Delaware.

    Section 4. Tax Status
    IABC Philadelphia is a 501(c)4, not-for-profit organization.

    Article 2. Mission

    IABC Philadelphia empowers its members to be successful communication professionals by providing professional development and career-enhancement opportunities. We provide opportunities to further professional development, network with industry peers, and connect communications professionals with local companies and organizations.  

    The IABC Philadelphia Chapter provides educational programming, networking, job postings, and volunteer opportunities for its members and non-members. Committed to helping its members advance their professional careers, IABC Philadelphia offers valuable opportunities to students, as well as entry-level, mid-career and executive communicators.

    Article 3. Membership

    Section 1. Qualification
    Membership in this organization shall be composed primarily of professionals who value ethical, effective, efficient communications in their business practices.

    Section 2. Code of Ethics
    All members of IABC Philadelphia shall agree to, and comply with, the professional behavior and standards of ethical practice guidelines set forth within the IABC Code of Ethics.

    Section 3. Service and Participation
    Policies governing service and participation for all members shall be determined by the IABC Philadelphia Board of Directors, unless otherwise set forth in the Bylaws.

    Section 4. Membership Sections
    The International Executive Board and/or the IABC Philadelphia Board of Directors may establish membership sections based on professional, industry, or specialized fields, or other criteria that the International Executive Board may determine from time to time.

    Section 5. Types of Membership
    IABC Philadelphia memberships are held by individuals, not organizations, and include:

    • Professional Members: This membership is open to communication professionals in business, industry, not-for-profit organizations, education, government and other organizations; and educators, consultants, and other professionals in the communication field. Regular members of IABC Philadelphia shall be regular members of the International Association of Business Communicators.
    • Student Members: This membership is open to students of educational institutions, as defined in IABC policy.
    • Retiree Members: This membership shall be conferred on persons who have retired from the communications field. Retiree Members are considered voting members of IABC Philadelphia. The retiree membership rate is discounted at a cost of $105 annually.

    Service and Participation. Policies governing services and participation for all membership categories and sections shall be determined by the International Executive Board, unless otherwise stipulated in these Bylaws.

    Section 6. Member Rights

    • Voting Rights: Voting rights are reserved for Professional Members of IABC Philadelphia.
    • Open Meetings: Professional members are entitled to attend and observe all meetings of the Association (IABC Philadelphia) and meetings and sessions of all Association Boards, committees, task forces, work groups, and other subgroups. IABC Philadelphia may establish fees for some meetings.
    • Closed Meetings: Professional members are not entitled to attend sessions of the Executive Board, the IABC Philadelphia special committee groups, or any other governing groups that have been closed in accordance with applicable law, IABC policy, or IABC Bylaws.
    • Nondiscrimination: IABC Philadelphia does not discriminate based on race, color, religion, creed, gender, gender identity and expression, national origin, or visible and hidden disabilities. Please see Article 4. Nondiscrimination for more details.

    Section 7. Duration of Membership, Resignation and Removal
    Membership shall be for the period for which dues are paid. All Chapter rights, privileges, and interests of a member in or to IABC Philadelphia shall cease on termination of membership. Any member may be removed from membership by the IABC Philadelphia Board of Directors for cause by a two-thirds vote.

    For any cause other than nonpayment of dues, removal shall occur only after the member in question has been given at least 30 days’ notice of the proposed termination and reasons for the termination. The member will have at least 15 days to respond in writing to the IABC Philadelphia Board of Directors for forwarding to the executive committee of the International Association of Business Communicators, which then shall make a final determination.

    Section 8. Transfer of Membership
    Membership in IABC Philadelphia shall not be transferable or assignable. Membership shall stay with the member regardless of who paid the member dues. If an employer paid for membership and the member leaves to work for another employer, the member retains his or her membership and the former employer may arrange to have a successor assume the remainder of the paid membership, given there are at least three months remaining on the membership. If a member is changing positions within the same organization, this policy does not apply.

    Article 4. Nondiscrimination

    IABC Philadelphia recognizes the value and power of a diverse community, and is committed to embracing the diversity, equity, equality and inclusion of all people.

    IABC Philadelphia shall not deny membership or membership privileges on the basis of race, ethnicity, color, creed, religion, physical ability, visible and hidden disabilities, gender, sexual orientation, age, national origin or language.

    In addition, IABC Philadelphia shall not accept an organizational unit that denies membership or membership privileges on the basis of race, ethnicity, color, creed, religion, physical ability, visible and hidden disabilities, gender, sexual orientation, age, national origin or language.

    Article 5. Dues

    Section 1. Establishment of Dues
    Chapter dues and other Chapter fees shall be established by a two-thirds vote of the Board of Directors of IABC Philadelphia.

    Section 2. Dues Payment
    All professional members must pay applicable International, Region and Chapter dues. Student members and retiree members must pay applicable dues as defined in IABC Philadelphia policy.

    Section 3. Cancellation
    Members who fail to pay their dues within 60 days after they are due will be removed from our membership roster and thereupon forfeit all rights and privileges of membership.

    Section 4. Length of Membership
    Membership term is for a minimum of one year. Dues are assessed on a yearly basis.

    Section 5. Refunds
    No dues shall be refunded to any member whose membership terminates for any reason.

    Article 6. Organizational Structure

    Section 1. Administrative Year
    IABC Philadelphia Chapter’s administrative year shall begin when the incoming Board of Directors and Officers begin their terms and shall end when the next Board of Directors and Officers begin their terms the subsequent year.

    Section 2. Chapter Responsibilities
    (a) The Chapter is a group of members, meeting the requirements of, and chartered by, the IABC Philadelphia Board of Directors, and is affiliated with IABC and bound by its Bylaws, policies, rules, and the IABC Code of Ethics for Professional Communicators.

    (b) The Chapter shall organize itself to serve its members in any appropriate manner that does not contravene the Bylaws, policies, or rules of IABC, or the IABC Code of Ethics for Professional Communicators.

    (c) The Chapter shall remain in good standing, as defined by IABC Bylaws, policies and rules.

    Article 7. Meetings and Voting

    Section 1. Regular Meetings
    Regular meetings of IABC Philadelphia shall be held on a scheduled basis, as determined
    by the Board of Directors. Regular meetings shall be any gathering open to all IABC Philadelphia members
    where Chapter business can be conducted if warranted.

    Section 2. Special Meetings
    The IABC Philadelphia Board of Directors may call special meetings of the membership at any time by sending written or electronic notice of meetings, including time, location and purpose of the meeting, at least one week prior to said meeting to all members.

    Section 3. Voting
    Those eligible to vote shall be members meeting the requirements of membership as set forth in these Bylaws.

    Section 4. Quorum
    A quorum of the IABC Philadelphia Board of Directors shall consist of a majority of the total number of Board of Directors members, as defined in these Bylaws. A quorum necessary to act on official business of the entire Chapter shall consist of at least 30% of the total voting membership.

    Section 5. Cancellation
    The IABC Philadelphia Board of Directors, by a majority vote, may cancel or postpone any meeting of the Chapter for cause, except those called by a quorum of the membership. Such meetings shall be held within 30 days of receiving the request for meeting signed by at least 30% of the total voting membership.

    Section 6. Rules of Order
    IABC Philadelphia shall operate in compliance with all written and stated Bylaws of the International Association of Business Communicators. Meetings and procedures of IABC Philadelphia shall be regulated and controlled according to Robert’s Rules of Order (Revised) for parliamentary procedure, except as otherwise provided by these Bylaws. In addition, notes are required to be taken at all IABC Philadelphia Executive Board meetings. At the beginning of each meeting, a motion to approve the previous Board meeting minutes is started by the President or secretary and requires a majority vote to pass. All meeting minutes are saved in the Chapter’s document storage system.

    Article 8. Officers

    Section 1. Governing Body
    Elected Officers of IABC Philadelphia comprise the Board of Directors, which serves as the governing body of the Chapter.

    Section 2. Officers
    The Officers of IABC Philadelphia, and the members of the Board of Directors, shall include, but are not limited to: President, President-elect/Executive Vice President, Treasurer/Vice President of Finance, Secretary, Vice President of Membership, Vice President of Programs/Professional Development, and Past President.

    The Board also may include leaders for communications, sponsorship, accreditation/certification, student outreach, and/or other areas deemed appropriate for the Chapter. Changes and additions to Board positions may be implemented by a majority vote of the IABC Philadelphia Board of Directors.

    Section 3. Qualifications for Office
    Any professional member in good standing shall be eligible for nomination and election to office in IABC Philadelphia.

    Section 4. Nomination of Officers
    (a) Nominees will be drawn from submission by members of IABC Philadelphia.

    (b) The President-elect automatically accedes to the office of President. The outgoing President automatically assumes the office of Past President.

    (c) Candidates for all other Officers shall be nominated by the Board of Directors, who will confirm eligibility to hold office.

    The Nominating Committee shall present its slate to the Executive Board for approval, and copies of the slate shall be sent in writing to all voting members at least 30 days in advance of the final meeting of the calendar year.

    Section 5. Election of Officers
    Nominees are elected and ratified by simple majority vote of the current Executive Board.

    Section 6. Terms of Office
    The President shall serve a two-year term, beginning Jan. 1 and concluding Dec. 31 of the following year, or until a successor is duly named/elected. All other Officers shall serve one-year terms, beginning Jan. 1 and concluding Dec. 31 of the following year, or until successors are named/elected, There is no limit to the total or consecutive number of years an individual may serve on the Board, with the exception of the President, who shall be limited to serving two consecutive terms in that role.

    Section 7. Vacancies or Removal
    Vacancies in any office on the Board of Directors may be filled for the balance of the term by the Board of Directors at any regular or special meeting in accordance with these Bylaws. If the past President is unable to serve, the Board of Directors shall appoint a Past President from former Presidents of the Chapter.

    The Board of Directors, at its discretion and following IABC policy, may, by two-thirds vote, remove any Officer from office.

    Article 9. Duties of Officers

    Section 1. President
    The President shall serve as the chief executive Officer of IABC Philadelphia for a two-year period, and shall preside over the activities of all Officers and Directors, as well as all standing and special committees of the Chapter and its activities to assure compliance and continuance of IABC’s goals, mission, and direction and to assure accomplishment of Chapter goals and strategies. The President represents the Board and Chapter to the IABC Heritage Region, the IABC Executive Board, and the staff of IABC International.

    Section 2. President-Elect/Executive Vice President
    The President-elect shall serve as Executive Vice President of IABC Philadelphia; act in the absence of the President; and perform other duties necessary to the office or as prescribed by the President, the Executive Board, and these Bylaws. The President-elect position is a year in training for the President’s position. This Officer is accountable to the President and Executive Board and is responsible for other duties as assigned.

    Section 3. Treasurer/Vice President of Finance
    The Treasurer/Vice President of Finance serves as Chief Financial Officer of the Chapter, overseeing the preparation of an annual budget, collecting and distributing all funds with Board approval, and keeping accurate and complete records of all financial transactions. This Officer is accountable to the President and Executive Board and is responsible for other duties as assigned.

    Section 4. Vice President of Membership
    The Vice President of Membership is responsible for the recruitment and retention of members of the Chapter and shall:

    • Develop recruitment and retention programs – and communications – for prospective, new and existing members;
    • Correspond with and welcome/announce new and renewing members;
    • Provide accurate reports of all prospective members and forward to the Executive Board;
    • Oversee membership recognition, reward activities and annual networking events;
    • Maintain membership and prospect database and provide mailing lists, member directories, and name tags as required to meet Chapter needs; and
    • Serve as liaison with IABC International on matters concerning membership.

    The Vice President of Membership may appoint committee membership, member communications, job referral, accreditation, student relations and related functions. This Officer is accountable to the President and Executive Board and is responsible for other duties as assigned.

    Section 5. Vice President of Programs/Professional Development
    The Vice President of Programs/Professional Development shall be responsible for planning, staffing, delivery, and evaluating meetings of the members and special programs to meet members’ needs and the IABC mission. This includes identifying and securing speakers and topics for monthly and special programming, venue arrangements, publicity, professional development communications, and related functions. This Officer is accountable to the President and Executive Board, and is responsible for other duties as assigned.

    Section 6. Vice President of Communication
    The Vice President of Communication shall be responsible for planning and implementing internal and external communication programs for the Chapter, including: preparing/distributing content to ensure members receive timely and accurate information; promoting events internally/externally via email, website, social media, etc.; managing website and social media accounts; and maintaining event registration lists. The Vice President of Communication also oversees communications with members and outreach to external stakeholders including, but not limited to, other professional associations and the media. This Officer is accountable to the President and Executive Board and is responsible for other duties as assigned.

    Section 7. Past President
    The Past President provides continuity and leadership to new Officers and Directors, provides orientation to the President, and serves on Chapter committees as requested to assure the continuity of Chapter programs. This Officer is accountable to the President and Executive Board and is responsible for other duties as assigned.

    Section 8. Secretary
    The secretary shall keep a record of all proceedings of the Chapter, distribute those minutes, which includes the Chapter’s historical records. The Secretary shall keep a record of Chapter Bylaws and/or policies, procedures, other documents as prescribed by the President, the Executive Board, and these Bylaws.

    Section 9. Board Members at Large
    Board members at large shall participate in planning and voting on Chapter activities, and fill in as needed to assist with events and activities.

    Article 10. Board of Directors/Executive Board

    Section 1. Composition
    The Board of Directors/Executive Board of IABC Philadelphia shall consist of the Officers of IABC Philadelphia, as defined in Article 8.

    The Chapter’s Executive Board may, at its discretion, appoint long-standing Chapter members as Senior Board members who will be provided with full voting privileges of the Chapter’s Executive Board. In addition, Chapter committee chairpersons, who are members of IABC Philadelphia, will be provided with full voting privileges of the Chapter’s Executive Board.

    Section 2. Authority and Responsibility
    The IABC Philadelphia Board of Directors shall supervise, control, and direct the affairs of the Chapter; determine its policies within the limits of applicable law, these Bylaws, the IABC Bylaws, and the IABC Articles of Incorporation; uphold the IABC Code of Ethics for Professional Communicators; actively pursue the Chapter’s mission; and supervise disbursement of its funds.

    The Board of Directors may adopt such rules and regulations for the conduct of its business as it deems advisable, and may delegate certain of its authority and responsibility to other committees or persons.

    The Board of Directors shall select a delegate and alternate from among the Chapter President, Past President President-elect and Director-at-Large to cast the Chapter’s vote on IABC issues.

    Section 3. Quorum
    A quorum of the Board of Directors shall consist of a majority of the voting members. If a quorum cannot be mustered, a meeting may proceed and any action taken shall become valid if subsequently confirmed by written approval from a majority of the Board members.

    With permission of the President, members may participate in any meeting of the Board of Directors or any committee of the Board of Directors by means of videoconference, conference telephone, Internet conferencing, or other similar communications or collaborative conferencing equipment or software that enables all persons participating in the meeting to hear and speak with each other. Participation in a meeting by means of such equipment shall constitute presence in person at the meeting.

    Section 4. Compensation
    No member of the Executive Board shall receive any compensation for services as an Officer or Board member, or for services rendered to the Board, but members may receive reimbursement for certain expenditures incurred on behalf of IABC Philadelphia. The Chapter will coordinate its own paid staff, consultants and vendors, as needed. In line with good business practice, the Chapter is prohibited from paying any sort of compensation to any family member of someone serving on its Board.

    Article 11. Unelected Leaders

    Section 1. Composition and Selection
    For the incoming Board year, the Executive Vice President shall appoint a Secretary and, in collaboration with the incoming Executive Board, establish Director roles as needed to support the goals and operations of the Chapter. These Directors are not elected members of the Executive Board and do not hold the authority, responsibilities, and privileges therein, but together with the Executive Board, comprise the Chapter leadership team. Officers may recommend any member in good standing for a Director role with the President making final selections and appointments.

    Section 2. Terms and Term Limits
    The Secretary serves a one-year term consistent with the Officers’ Board year. Directors serve up to one-year terms, but may serve shorter assignments as well based on the nature of the responsibility. Members in good standing may serve an unlimited number of terms in the secretary and Director roles.

    Section 3. Directors
    Directors supervise and contribute to the regular activities of the Chapter as well as take on special projects and other duties as assigned. Directors may be required to submit budgets and reports to the entire Executive Board, but normally have a direct reporting relationship to the Officer responsible for their course of activities or programming.

    Section 4. Secretary
    The Secretary serves as the official record-keeper of the Chapter, records all actions of the Executive Board and business of the Chapter, and maintains all Chapter papers and records, as well as archives, artifacts, history and displays. The Secretary is accountable to the treasurer and is responsible for other duties as assigned.

    Article 12. Standing and Special Committees

    Section 1. Committees
    The Executive Board, at its discretion, shall appoint and administer standing and special committees necessary to conduct the affairs of IABC Philadelphia. Directors may, with the consent of the Executive Board member under which they serve, form committees, work groups, or task forces of any size, as necessary to accomplish their duties. Members of any such committee, work group, or task force must be members in good standing of IABC or affiliated with partnering organizations in cases of projects undertaken with other groups.

    Article 13. Finance

    Section 1. Authority
    The Board of Directors shall have supervision, control, and direction of the receipts, expenditures, and assets of IABC Philadelphia. The finances of IABC Philadelphia shall be the direct responsibility of the Treasurer/Vice President of Finance. The Treasurer/Vice President of Finance shall issue monthly reports of 1) assets and liabilities, and 2) income and expenditures to the Board and maintain a record of receipts and expenditures according to recognized bookkeeping practices.

    Section 2. Fiscal Year
    The fiscal year of IABC Philadelphia shall be the same as that of the International Association of Business Communicators (Jan. 1-Dec. 31).

    Section 3. Budget
    In advance of each fiscal year, the Board of Directors shall adopt an operating budget covering all activities of IABC Philadelphia.

    Section 4. Bonding
    Executive Board members, as determined by the President, shall be bonded in an amount deemed practical by the Board of Directors.

    Section 5. Compensation
    Officers and members of the leadership team shall not receive any compensation from IABC Philadelphia for their services. See article 10, Section 4, for details.

    Section 6. Audits
    The accounts of IABC Philadelphia shall be audited by a Certified Public Accountant or an audit committee selected by the Executive Board at least every year. The accountant or committee shall provide a written report to the Executive Board.

    Article 14. Operations

    Section 1. References
    The Chapter shall operate consistent with the Bylaws of IABC and all applicable U.S. federal and applicable state laws pertaining to not-for-profit 501(c)4 organizations.

    Section 2. Rules of Order
    Unless covered by these Bylaws, meetings and procedures of IABC Philadelphia shall be conducted according to standard business processes with pre-determined agenda items, time for discussion, and voting when necessary.

    Section 3. Parliamentary Authority
    Chapter meetings and procedures shall be regulated and controlled according to Roberts Rules of Order (Revised) for parliamentary procedure, except as otherwise provided by these Bylaws.

    Section 4. Policies
    Code of Conduct.
    IABC Philadelphia and its members and staff, if any, shall abide by the IABC Code of Ethics for Professional Communicators and the Bylaws and policies of IABC. In addition, the Executive Board may, from time to time, make, repeal, or amend rules and a Code of Conduct that shall be binding on IABC Philadelphia members and staff, if any. Any such rules and code may relate to the general regulation of IABC Philadelphia and its members and staff, if any, and may contain procedures necessary or desirable for the proper running and carrying out of the objectives of the Chapter.

    Rules, Regulations, and Policies. The Board of Directors may establish rules, regulations, and policies relating to governance, management, operation and administrative procedures of, and provision of services and conferring of honors by, the Chapter. These rules, regulations, and policies shall in no instance contravene or be inconsistent with applicable law, these Bylaws, or the Bylaws, rules, and procedures of IABC International.

    Section 5. Duties of Officers, Directors, and Others

    Every Officer or Director of IABC Philadelphia, in exercising the powers and discharging the duties of an Officer or Director, shall act honestly and in good faith with a view to the best interests of IABC Philadelphia and the Chapter, and shall exercise the care, diligence, and skill that a person of ordinary prudence would exercise in comparable circumstances.

    Limitation of Liability: Subject to the foregoing, no Director or Officer shall be liable for the acts, receipts, neglects, or defaults of any other Director, Officer, or employee; or for joining in any receipt or other act for conformity; or for any loss, damage, or expense happening to IABC Philadelphia through the insufficiency or deficiency of title to any property acquired for or on behalf of IABC Philadelphia; or for the insufficiency or deficiency of any security in or upon which any of the moneys of IABC Philadelphia shall be invested; or for any loss or damage arising from the bankruptcy, insolvency, or tortuous acts of any person with whom any of the moneys, securities, or effects of IABC Philadelphia shall be deposited; or for any loss occasioned by any error of judgment or oversight on the part of the Director or Officer; or for any other loss, damage, or misfortune that shall happen in the execution of the duties of such office or in relation thereto; provided that nothing herein shall relieve any Director or Officer from the duty to act in accordance with applicable law and the regulations thereunder or from liability for any breach thereof.

    Indemnity: Subject to applicable law and the Articles of Incorporation, IABC Philadelphia shall indemnify a Director or Officer, a former Director or Officer, or a person who acts or acted at IABC Philadelphia’s request as Director or Officer of a body corporate of which IABC Philadelphia is or was a shareholder or creditor, and such person’s heirs and legal representatives, by insurance or other means, against all costs, charges, and expenses, including an amount paid to settle an action or satisfy a judgment reasonably incurred in respect of any civil, criminal, or administrative action or proceeding to which such person is made a party by reason of having been a Director or Officer of IABC Philadelphia or such body corporate; provided that such person (1) acted in good faith and in a manner such person reasonably believed to be in, or not opposed to, the best interests of the IABC Philadelphia and (2) with respect to any criminal proceeding, had no reasonable cause to believe such person’s conduct was unlawful. IABC Philadelphia shall also indemnify such person in such other circumstances as applicable law permits or requires. Nothing in this Bylaw shall limit the right of any person entitled to indemnity to claim indemnity apart from the provisions of this Bylaw.

    Section 6. Appointments 

    The Chapter, from time to time, may deem it necessary to employ paid staff or contractors. A candidate for such a position must be confirmed by an affirmative two-thirds vote of the Chapter Board and may be terminated by a two-thirds vote.

    Article 15. Amendments

    Section 1. Procedure
    These Bylaws may be amended by a two-thirds vote IABC Philadelphia membership. Written notice of the voting procedure and timing must accompany the proposed amendments. Amendments must receive approval of either the Board of Directors or be petitioned by at least 10 percent of the voting members of the Chapter to be eligible for consideration by the entire voting membership.

    Section 2. Vote
    Proposed amendments that meet all qualifications must receive a two-thirds vote of the entire membership for passage. The vote may be conducted at a regular or special meeting or conducted by electronic ballot. A notice of the vote shall be delivered in writing to all Chapter members at least 15 days before the vote is held.

    Section 4. Effective Date
    These Bylaws/amendments replace all previous documents and shall become effective immediately on the date of the tabulation of all official votes.

    Section 5. Subordination
    These Bylaws are subordinate to those of IABC International. In the case of any conflict, the Bylaws of IABC International take precedence.

    Article 16. Dissolution of the Chapter

    Section 1. Inactive Status
    The Executive Board holds the discretion to determine whether a Chapter has become inactive. When a Chapter becomes inactive, all funds in the Chapter’s treasury revert to its regional treasury. A receipt for the funds will be sent to the appropriate Chapter leader at the time, with notification to IABC International, as well. If the Chapter reactivates within six months from the date it became inactive, and it can be demonstrated to the regional Board that they have met the criteria for an active Chapter, the money will be returned to the Chapter. If funds are needed to hold an event or run a program within the six-month window to help reinvigorate the Chapter, the region can access the funds from that Chapter’s escrow. If the Chapter does not reactivate within six months, the money should be set aside in a region-level fund for investment in Chapters or Members-at-Large as determined by the regional Board. These Boards have the option of transferring funds to the general IABC International Chapter development fund for use by any group in any region.

     

     


  • 4 Keys for Coaching Leaders to Communicate in Today’s Diverse, Complex World

    By Diane Streleckis - With the immediacy of social media and the web, the world has become more connected than ever. Yet especially during today’s turbulent times, that connection brings challenges for leaders wanting to get their messages out effectively to employees, clients, and a diverse and at times divided public.

    Read more

  • Why AI Makes Cutting Through Content Clutter Even More Crucial

    Ann Wylieby Diane Streleckis - There’s no escaping the volume of content coming at each of us every day. And generative artificial intelligence tools are only increasing the amount and making it harder for communication professionals’ messages to get to the top of the pile.

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  • The Building Blocks of a Great Media Appearance

    by Diane Streleckis - You’ve nabbed that coveted media spot for your company representative or even yourself. What can you do to make the most of the opportunity—and not go viral for all the wrong reasons?

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  • Change Management: Getting Around the New AI-Assisted Workplace

    By Diane Streleckis - Artificial intelligence (AI) is coming to a workplace near you. It feels like a whole new world. But as Women Conquer Business founder Jen McFarland pointed out, it’s just one of many changes that have remade the landscape of work.

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  • published Chapter Presidents in About 2023-08-31 13:24:40 -0400

    Philadelphia Chapter Presidents

    2024 Rick Alcantara
    2023 Rick Alcantara
    2022 Alex Spooner
    2021 Alex Spooner
    2020 Michael Smith
       
    2010-2019
     
    2019 Michael Smith
    2018 Bill Seiberlich
    2017 Christine Kuhinka
    2016 Christine Kuhinka
    2015 Christine Kuhinka
    2014 Christine Kuhinka
    2013 Earl Whipple
    2012 Chris Lentz
    2011 Chris Lentz
    2010 Tony DeFazio
       
    2000-2009
     
    2009 Tony DeFazio
    2008 Lauren Conway
    2007 Mark Basla
    2006 Mark Basla
    2005 Mark Basla
    2004 Paul Dupont Kidd
    2003 Lisa Durst
    2002  
    2001 Elena Perri
    2000 Fred Maher
       

    1990-1999

     
    1999 Fred Maher
    1998 Jocelyn Canfield
    1997 Jocelyn Canfield
    1996 Anthony Cirillo
    1995 Anthony Cirillo
    1994 Paul Levey
    1993 Paul Levey
    1992 Paul Levey
    1991 Paul Viggiano
    1990 Deborah Moore
       

    1980-1989

     
    1989 Deborah Moore
    1988 Roseann Rubenstein
    1987 Roseann Rubenstein
    1986 Roseann Rubenstein
    1985  
    1984  
    1983  
    1982 Joanne Calabria
    1981 Joanne Calabria
    1980 Joanne Calabria

     


  • GCCC A-Z Certification Toolkit Business Case Letter

    [Insert organization name]

    Proposal for elevating the competencies within the communication function

    Presented to [insert details of the relevant person, their role and department etc.]

    Submitted [insert date]

    [add your details here]

    YOUR BRIEF

    You should include details about what you know about the organization, the business need that has led to an interest in certification and/or ongoing professional development.

    An example brief can be found below.

    [Insert organization] is currently undertaking a process to determine the scope of the learning and professional development needs of the communication function within the organization. As an employer [insert organization] values its people and invests in their professional development but recognizes that in a team of [insert number] communication professionals across disciplines, there will are varying levels of competence in terms of knowledge, skill and decision making.

    [Insert organization] is seeking to understand the baseline standard of competencies of the individuals within the teams in the function and to clarify if and where gaps may exist. Armed with this knowledge [insert organization] can then develop a learning and development program to lift the overall engagement and performance within the organization.

    OUR RECOMMENDATION

    You should update your recommendations based on what your IABC chapter can reasonably do. Examples recommendations are listed below.

    Test: the level of existing professional competence of each eligible individual communication professional against the Global Standard of the Communication Profession via the Global Communication Certification Council (GCCC).

    GCCC offers two certifications for communication professionals: Communication Management Professional (CMP®) and Strategic Communication Management Professional (SCMP®).

    • CMP® certification is for professionals established in their careers as communication managers and looking to demonstrate their competence.
    • SCMP® certification is for highly skilled professionals practiced in providing strategic communication advice and counseling to an organization’s leadership.
    • Both the CMP® and the SCMP® certifications meet ISO standards ISO/IEC 17024, an international standard for professional certifications that is recognized globally. These are the only global certifications in the profession to do so.

    With the support of IABC, GCCC can coordinate and proctor one or more exams on-premises for [insert organization] communication professionals. Alternatively, individuals can take the exam remotely.

    1. Identify: those who pass the CMP® and/or SCMP® certification exam meet the professional standard at a global level. Those individuals who don’t pass will receive their score and be advised in which domains of the GCCC’s job task analysis they need to improve i
    2. Baseline: With the permission of the individuals who undertook certification (confidentiality is an ISO requirement), [insert IABC chapter/region] will deliver a report to provide [insert organization] with the baseline against the domains in the CMP® and SCMP® job task analyses. This will give [insert organization] an indication where the learning and development is required for the function, and each individual will understand where they need to develop their competencies.
    3. Support: IABC can offer support to [insert organization] to prepare the individuals for the CMP® and SCMP® certification exams at the local level in [insert location], or via Zoom virtually.
    4. Training: IABC offers professional development courses online and on-demand via IABC Advance. Some of the courses are designed to assist communication professionals to prepare for the CMP® and SCMP® certification exams, while the balance are specifically designed for strategic and tactical communication skills as well as business acumen. These are available to IABC members and non-members alike. 

    WHY DO WE RECOMMEND THIS PATH?

    Update the reasons why you recommend this path, based on your recommendations above – examples below.

    1. It provides certainty of the level of professional competency of individuals measured against a recognised global standard of strategic communication excellence.
    2. It identifies the strengths and areas for improvement within the team at individual level.
    3. It provides a training pathway.
    4. It provides support if and as needed.
    5. It is delivered remotely or at [insert organization] in one or more locations at mutually suitable times.
    6. It provides ongoing professional development.

    ABOUT GCCC CERTIFICATION

    The GCCC offers communication professionals with a minimum of six years’ experience an educational pathway toward two professional certification options. GCCC certification is designed to raise the effectiveness and professionalism of not only the individual certification holders, but also that of the employing organizations. It is the only global professional certification in communication that covers multiple disciplines and competencies within the business communication profession.

    By funding and supporting CMP®, or SCMP®, certification for your organization’s communication professionals, you can drive business results for your entire organization.

    Certification can deliver key benefits that positively impact business:

    • It makes your company a better competitor; certification can be a door opener to new opportunities in business development.
    • Certification can reduce potential risks; having certified communication professionals helps avoid communication mis-steps that can affect stock prices, brand perception, reputation and potentially issues around safety.

    GCCC certification can provide a high level of confidence among senior leadership that your corporate communication team is highly trained, credentialed and prepared to support key business strategies and initiatives. 

    • GCCC certifications are designed to ensure that communication professionals meet standards-based competencies to elevate their work and the results of the organization.
    • Both the CMP®, and the SCMP® certifications meet ISO standards (ISO/IEC 17024), which demonstrates that GCCC places a premium on developing high-quality programs.
    • GCCC certification revolves around six key communication principles to ensure the highest level of professionalism: ethics, strategy, analysis, context, engagement, and consistency. Earning professional communication certification from the GCCC demonstrates that the certification holder has a deep level of professional communication knowledge and expertise in these areas.
    • GCCC certification is aligned to the Global Standard of the Communication Profession, ensuring consistency and credibility throughout all efforts. The Global Standard was pioneered and developed by the IABC and is the basis upon which other communication competency frameworks have since been developed.
    • The incidence of improved confidence at work is three times higher among certified professionals when compared to their non-certified peers. This is driven by a stronger work-profile.

    Although GCCC is independent of IABC, the IABC strongly supports certification and will also support [insert organization] to elevate the level of professional knowledge and competence within its communication function.

    About the GCCC

    The GCCC serves as an autonomous governing body for the Global Communication Certification Program. Membership of IABC is not a condition of certification.

    The purpose of the GCCC is to create and maintain an internationally recognized standard of communication excellence based on a global understanding of key principles and job competencies worldwide. The GCCC aims to serve the communication profession by encouraging and executing a process of credentialing of communication professionals who achieve a global standard at different points of their career path.

    The GCCC has based its certification program, including the continuing professional development requirement, on the Global Standard for the Communication Profession set out by the International Association of Business Communicators (IABC).

    The required examinations for the CMP® certification and CMP® certification assess candidates on several business communication domains that are tied to the Global Standard’s core principles. Achieving certification from the GCCC signals that a candidate has demonstrated professional competence in all these principles.

    Required CMP® and SCMP® examinations are rigorous and objective to ensure a high bar for certification holders.

    • The ISO/IEC 17024 standard contains principles and requirements for a body certifying persons against specific requirements and includes the development and maintenance of a certification scheme for persons. It provides a global benchmark for personnel certification programs to ensure that they operate in a consistent, comparable and reliable manner worldwide, thereby allowing individuals to have skills that translate across national lines.
    • An ISO/IEC 17024 conformity assessment provides objective proof that GCCC attaches great importance to the quality of its certification programs.

    CMP® and SCMP® certifications require communication professionals to stay on top of trends and critical developments impacting organizational communication practices; this ensures the employing organizations’ voice remains relevant, informed and proactive. To maintain their certification they are required to attain 40 certification points per annum through professional development.

    There are many ways certificants can attain the points necessary to renew their certification. Details about how to maintain and renew your communication certification are found on the GCCC website

    FEES

    GCCC certification is open to all communication professionals who qualify. It is not dependent upon IABC membership.

    All fees are in USD and cost is per individual. Details about what it costs to certify are found on the GCCC website.

    No fees are charged by [insert IABC chapter/region] to provide support for the preparation of the exams or to develop the baseline report. Note each individual who does not pass the certification exam will need to provide access to [insert organization] and [insert IABC chapter/region] of their results to enable [insert IABC chapter/region] to compile the baseline report. The GCCC cannot provide this information to [insert organization] as maintaining the confidentiality of an individual’s results is an ISO requirement.

    If required to travel for the support or proctoring of exams, then those costs for [insert IABC chapter/region] would be borne by [insert organization].

    IABC ADVANCE

    IABC Advance provides online professional development for communication professionals to help advance their careers and generate real business results for their organizations. This is done through online, on-demand and self-paced workshops delivered by leading experts in their field.

    In addition to being a resource for lifelong learning, IABC Advance offerings support the GCCC certification program. If a communication professional is interested in applying to the Communication Management Professional (CMP®,) or Strategic Communication Management Professional (SCMP®,) certification program, they may use completed IABC Advance courses to meet the minimum application requirements, as well as to prepare for the exam. Completing IABC Advance courses does not guarantee success at the exam.

    Alternatively, once certified through GCCC, completing IABC Advance courses earns you points toward the required annual maintenance of certification. IABC applies standard measurements for awarding appropriate credits for completed courses.

    Courses are developed and regularly added to the current course programs on offer. Each can be purchased individually or if you are an IABC+ member, you have an all-access pass to on-demand content in IABC Advance and waived GCCC application fee and recertification fee.

    Similarly, IABC corporate member packages incorporate full access to IABC Advance within the package rate and discounts to the application fee for GCCC certification. The exact discounts are subject to the level of corporate package purchased.

    CONTACT:

    [Insert your contact details here]


  • published Certification in Career 2023-08-29 16:10:03 -0400

    Certification

    Join the growing number of certified communication professionals! IABC Philadelphia is proud to support the Global Communication Certification Council (GCCC) certification program by offering communication professionals, from mid-to- senior levels, an opportunity to demonstrate knowledge and expertise.

    Why get certified?

    Certification brings global recognition, demonstrates knowledge and expertise, enhances your career and shows your commitment to strategy, ethics and your ability to solve problems and drive business results through strategic communication.

    The Global Communication Certification Council® (GCCC®) certification program is based on the Global Standard of the Communications Profession – set out by IABC–and are internationally accredited by the ANSI National Accreditation Board (ANAB).

    Two levels of certification are now available:

    Both the CMP® and SCMP® certifications were developed to conform to ISO (17024).

    Steps to becoming certified

    The certification is open to IABC members and non-members. On the GCCC site:

    • Review the requirements
    • Download the latest candidate handbook
    • Submit your application and pay the fee

    When your application has been approved, you’re ready to take the exam (see upcoming exam dates and locations).

    Remote promoting now available
    Write the CMP or SCMP exam at the time and location that works for you with the new remote proctoring options. Learn about this new way to get certified on the GCCC website.

    Maintain your certification

    Once you’re certified, you must maintain your certification through continuing professional development and an annual fee. Re-certification is obtained by ongoing professional development. IABC Philadelphia is pleased to offer many opportunities throughout the year that count towards certification credits.

    Study resources

    How can IABC Philadelphia support you?

    From making a business case for your certification to arranging a study group, we want to know what you need to complete your certification journey. Please get in touch with us to help us learn more about what stage you are at and where we can help.

    Want to know more?

    Check out the Frequently asked questions about the certification exams. To learn more about the exams and how to prepare for them, visit GCCCouncil.org to read the current Candidate Handbook, or get in touch [email protected].