The IABC International Executive Board – aka #IABCieb – recently held its eigth board meeting of this term and here’s a quick recap of what was on the table in addition to the usual reports from the Chair; Vice Chair Dianne Chase (with a specific focus on the work of the Council of Regions); Financials from Treasurer Ginger Homan ABC and last but definitively not least, the report from our Executive Director, Carlos Fulcher MBA CAE:
The 2014—2017 strategy says, in a paragraph:
“Financial recovery and sustainability is primary, as is the loyalty and development of our members and leaders and consolidating gains from the 2011-14 strategy. Increased reputation in the profession; better brand positioning; and greater interaction with business as a revenue generator are then the big opportunity to be grasped”.
Financial Recovery and Sustainability
Carlos Fulcher reported progress on the imminent move of IABC’s headquarters.
This move will save IABC $350,000 in its first year.
In line with strategy, IABC now operates as a virtual organization, with staff located in many places around the US.
This means a smaller office space is required, with the additional benefit of lowering the cost of rent and other overheads.
The relocation process started more than a year ago with the creation of a HQ Relocation Task Force to educate the board on the decision, financial and operational model, and location criteria.
This has been a collaborative effort from staff and the International Executive Board.
There may be some delays in responding to member queries during the move process, and there will be a phone outage on moving day (29 January 2016) when the phone system is relocated. Your patience is appreciated.
Loyalty and development of our members and leaders
The 2016 Leadership Institute is coming up early February and the board is grateful to the Council of Regions who are the programme advisory committee for this strategic investment in our leaders. If you haven’t already, do register now.
Increase the number of IABC members on the Fellows Committee from five to seven to include two members who are not currently Fellows.
Move from the current chair/past-chair governance structure to a more consistent vice-chair/chair/past-chair structure to provide continuity. This is in line with the broader succession strategy IABC is pursuing.
Establish a new Fellows Committee Terms of Reference that offers clear governance as well as guidelines for the work of the Committee in supporting IABC year-round.
The unanimously adopted these recommendations – and also took agreed to deliberate on a number of further ideas brought by the Fellows Task Force. Some of these have also been passed to the Membership Task Force.
A big thanks also goes to IABC Fellow, Anna Willey ABC MC and IABC Past Chair, Robin McCasland for their contributions to this work.
The IABC International Executive Board – aka #IABCieb – held its first board meeting of this term at #IABC15 in San Francisco and here’s a quick recap of what was on the table:
Strategy 2014-17 & 2015 priorities
In addition to welcoming new board members featured to the right – and thanking those outgoing – the incoming board started off reviewing the road travelled so far.
From the strategic intent for 2014-17:
Financial recovery and sustainability is primary, as is the loyalty and development of our members and leaders and consolidating gains from the 2011-14 strategy.
The big opportunity to be grasped is then: Increased reputation in the profession; better brand positioning; and greater interaction with business – as a revenue generator and reputationally.
To the more detailed priorities for 2015.
I thought I might share what an engaging road it has been – as it has been a long one, I’ve put that right at the end for those who want to geek out on what it takes to arrive at a shared strategy – there are no shortcuts…
Following the strategy grounding, the board discussed alignment – and ran through the playbook for the year: essentially who does what, when and why.
The board then considered a number of papers for decision:
Membership Task Force & Survey Policy
Claudia Vaccarone brought two papers for consideration. Both advance our 2014-17 strategy – and a number of 2015 priorities in specific. Both were adopted:
The first one kicked off a focused look at our membership offering. A range of initiatives have looked at elements of membership over the years, yet based on feedback from our leaders across the world, it is time to take a look at the bigger picture as the market is changing fast. The group includes leaders from across the world identified through the IABC Council of Regions and will report back at the 2016 Leadership Institute.
The second paper was on surveying – recognising that in the age of big data it also needs to be well structured! The aim is to switch from the current ad-hoc approach to a regular schedule of timely and relevant surveys from IABC that can help inform leaders for action at all levels of the organisation
In the interest of securing the best leadership talent to help IABC deliver on its mission, vision and purpose – and in line with its stated philosophy:
“IABC is a volunteer-driven organization whose strength is derived from the dedication of its members to the advancement of their profession, with a commitment to improving the effectiveness of organizations through strategic, interactive, integrated business communication management.”
The board agreed to institute open calls for relevant incoming IEB Board and Programmatic Committees using the IABC Leadership Competency Framework. Look out for the Open Calls!
The board considered a paper I had asked Stephen Welch to put together in collaboration with Natasha Nicholson, IABC’s Content Director and Editor of Communication World (CW).
I am glad to report that the board agreed to a proposal to reinvigorate our approach here, making it a shared approach across all of IABC – we have great events, insights and outputs created across the world every day. Now let’s turn it into a real global conversation.
Look out for the Open Call for a refreshed Editorial Advisory Committee to come in and help shape the conversation that advances the profession – and if you’re a Chapter Leader, you don’t have to wait, you can align your event schedule to the CW editorial calendar right now (and indeed, pitch an article).
Audit & Risk
The board agreed to a broader remit for the IABC Audit Committee.
Good industry practice, as set out in Leading with Intent – a national index of nonprofit board practice – indicates that an organisation of IABC’s size should have a separate Audit Committee. This is already in place at IABC, yet historically it has focused mainly on the association’s finances, unlike other organisations where it has a broader remit. Also, unlike many Audit Committees it does not meet throughout the year, nor does it consider broader risk for the organisation – as is good
The IABC operates against a rolling three-year strategy and as the 2011-14 strategy came to a close, the work preparing the way for 2014-17 – aka #IABC1417 – was already well underway:
Back in 2013 the board directed the then Vice Chair, Russell Grossman ABC, to convene a working group to deliver a framework by June 2014 – and Russell in turn asked me to do the facilitation work.
Recognising that IABC strategy is by its nature iterative – we need to bring all stakeholders with us – #IABC1417 is not a big bang; more an evolution that helps us transform over time.
Overview of how we got to where we are at today:
Summer 2013 – Russell Grossman ABC convenes Strategy Group virtually
October 2013 – Strategy Group meets for Think Tank in Los Angeles and defines the challenge, sets out ambitions and identifies high level opportunities
November 2013 – January 2014 – Strategy Group deliberates further on Basecamp
February 2014 – The Council of Regions (CoR) and the leader of the Chapter Relations Task Force + key staff hold a Think Tank session at the 2014 IABC Leadership Institute in New Orleans. Burning issues are explored as a way of creating a common purpose. Prezi: j.mp/IABC1417-LIprogressprezi
March 2014 – Outputs from the new deliberations continue on the dedicated Basecamp site; Past Chairs asked to start wrapping up outputs and outcomes from 2011-14 – aka – #IABC1114 so that we can honour and celebrate the many people who helped make it happen.
April 2014 – Strategy Group discussion continues via dedicated Basecamp; IABC’s International Executive Board (IEB) reviews strategy discussion deck
May 2014 – Deliberations continue virtually across the IEB and Strategy Group Basecamps in preparation for more formal review
June 2014 – A formal proposal for the strategy is taken to the IEB for approval
July 2014 – A senior staff day-long summit with the IABC executive held to further align on the strategy and agree the prioritised operational plan for the year which flows from it.
Autumn 2014 – This then determined the strategic workplan for IABC staff, to operationalise for 14- 15. The Strategy also became the workplan for the 2014-5 IEB.
January 2015 – Then IABC Chair Russell Grossman ABC gives update in quarterly report
February 2015 – Q&A with leaders at the ’15 Leadership Institute in Orlando