The Edelman Trust Barometer shows us that trust is eroding in society and that we are more likely to trust business than other entities of authority. This position has also put stakeholder pressure on organizations to take stands on societal issues, where speaking out and silence can be reputational risks. The 2023 Global Communication Report conducted by the USC Annenberg Center for Public Relations compares this time to maneuvering a Rubik’s Cube. Like solving a Rubik’s Cube, each move impacts somewhere else, and your actions can either build equity or erode trust. 

Reputation is currency for an organization but achieving brand equity with all stakeholders that you can take to the bank requires a shift in thinking. This becomes even more challenging in a polarized environment where brands are trying to attract younger audiences, be responsive to social issues, and even become brand activists. Then, throw in the level of revolutionary change that organizations are undergoing; reputation must be architected, accelerated, maintained, and defended in real-time where stakeholder values and interests may either be in sync or vastly different.  

This session will be interactive as we discuss the current global reputation trends and case studies, learn how to conduct a reputation risk assessment, and develop proof points for influencing leadership to prioritize reputation. At the end of the session, you’ll walk away with the tools you need to create a decision tree for guiding your leadership around taking a stand. Like the Rubik’s Cube, every move must align, and we’ll discuss the strategies that can put you on your way to solving this elusive puzzle. 

About Bonnie Caver

Bonnie Caver is the Founder and CEO of Reputation Lighthouse, a global branding, reputation, change management, and training consultancy with offices in Denver, Colorado and Austin, Texas. The firm, which is 20 years old, focuses on leading companies to create, accelerate, and protect their corporate value. 

Bonnie is a lifelong learner. She is a certified strategic change management professional (Kellogg School of Management), a certified crisis manager (Institute of Crisis Management), and one of few in the world to hold an advanced certification for reputation through the Reputation Institute (now the RepTrak Company). 

She is a past chair of the global executive board for the International Association of Business Communicators (IABC). She has served on the board director for the Global Alliance for Public Relations and Communication Management, where she led the Global Alliance initiative #WorldPRCommsMonth, which celebrates and advocates for the public relations and communication profession globally. Bonnie currently serves on the board of directors for the Global Communication Certification Council (GCCC) and leads the IABC Change Management Special Interest Group, which has 1,300+ members. In addition, she is heavily involved in the global conversation around the ethical and responsible use of artificial intelligence in the public relations and communications profession and led the Global Alliance’s efforts in creating Ethical and Responsible AI Guidelines for the global profession. 

Bonnie is passionate about the communication profession and the Global Standards that guide professionals. She has traveled the world to meet with business leaders and educators to advocate for the Global Standards for the Communication Profession and the use of ethical and responsible AI within the profession. She enjoys mentoring young communication professionals and speaks frequently on branding, reputation, M&A, the future of communication and business trends, change management, ethics, and thought leadership topics. 

The following IABC Guiding Principles for the Use of Artificial Intelligence are intended to guide IABC’s members on the relevance of IABC’s Code of Ethics to generative artificial intelligence, machine learning, and similar technologies (AI). These Guiding Principles may be updated from time to time as AI technology advances and are intended to complement the IABC Code of Ethics and other IABC guidelines. 

by Katie Quackenboss – In 2024, there will be about four million students graduating from college and entering the job market, myself included. They will need direction and lots of help. The professional world has much to offer, but where do you begin?

Whether 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.

Watch the video promo

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!

U.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).

The 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 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 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.

Digital 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.

Rick 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. 

By 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.

By 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.

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.

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[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]

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:

• Communication Management Professional (CMP)® is aimed for generalist, specialist and other business communicators established in their careers and looking to demonstrate their competence.
• Strategic Communication Management Professional (SCMP)® is geared toward highly skilled business communicators practiced in providing strategic communication advice and counsel to an organization’s leadership.

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

• The IABC Handbook of Organizational Communication: A Guide to Internal Communication, Public Relations, Marketing, and Leadership, 2nd Edition: Gillis:
• Candidate Handbook
• IABC Guide for Practical Business Communication: A Global Standard Primer
• IABC Code of Ethics
• Job Task Analysis for SCMP (Job Task Analysis for CMP)
• Catalyst magazine and online content center
• IABC Awards – criteria – How to Guide for IABC Awards
• Participate in webinars – IABC Academy, organization in-services, open course
• Read white papers on tasks and knowledge covered by Job Task Analysis  
• Listen to IABC Circle of Fellows podcast

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.

• GCCC_A-Z-Certification-Toolkit_Business-Case-Letter 
• How to get your employer to pay for your certification 

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].