1. Chapter Management Awards: What worked for IABC/Toronto Leslie Hetherington, APR - October, 2010

2. 1.Planning Ahead 2.Measuring, Collecting & Tracking Throughout Year 3.Managing Time & Resources for CMAs 4.Formatting Entries

3. 1. Planning Ahead a)Start with ‘Measurable’ Strategic Goals & inform Board of CMAs early Strategic GoalsBaselineYear 1 2007/08 Year 2 2008/09 Year 3 2009/10 Improve Retention by reducing lapsed members * *< 30 years experience, lapsed for 6+ months. 25%+ lapsed members in 2006/07. Dropped to approx. 22% in 2007. Retention rate at 75% Reduce lapsed members to 20% Reduce lapsed members to 18% Reduce lapsed members to 16% Increase Student Conversions to Full or Transitional Memberships N/A 7.6% conversion rate (HQ estimates, June 08) 8.8% conversion rate10% conversion rate Increase Attraction of PD Events to Members 11% of members attended events in 2006/07 18% members attend events in Board year 22% members attend events in Board year 26% members attend events in Board year Increase Percentage of Members who Volunteer In 2006/07, 80+ active volunteers in chapter (5%) but opportunities not kept up with member interest. 113 (7%) Members who volunteered 130-135 (8%) Members who volunteered 145-150 (9%) Members who volunteered

4. 2. Measure, Collect & Track a)Put ‘congruent’ tools in place to measure success: –Event registration (by member, guest, student.. –Measure feedback (survey monkey) –Track media coverage & collect clips –Track monthly member, online and other stats b)Collect ‘souvenirs’ of success: –Media clips & online printouts –Letters & email from partner organizations, members, sponsors…. –Programs –Photos

5. Measure, Collect & Track c)Request mid-year reports from Board d)Use Dashboard/similar tool to track progress: PortfolioHighlightsStrategic Goals/Priorities ResultsChallenges/ Next Steps Membership Retention  Achieved retention goal of 82%  Launched Exit survey in Dec. 08, 52 surveyed to date.  President’s letter sent to lapsed members in fall.  Surplus call for member initiative proposal – attracted record of 10 submissions.  New member event held at AGM.  Thank you emails to all new members and most renewals.  Boost retention rate to 82%  Full member retention rate at 82% (1,162 of 1,414 full members renewed between June 30 2008 and June 30, 2009).  Promote membership instalment rates and other breaks to encourage retention during recession.

6. 3. Managing Time & Resources 1.It WILL take 8 to 10 hours to prepare each entry 2.Engage portfolio leads & key members in review – allowing ample time 3.Push for measurements & samples 4.Allocate a dedicated senior proofreader

7. 4. Formatting Entries 1.Tables are ‘key’ to fitting in your story –Table for each item’s budget projection, actual & variance notes –Table for Objectives to Results ItemBudgetedActualVariance/Notes Student Initiatives$2,000$1,684$316 below budget due to effective venue negotiation for events Kay Staib Award$3,000$2,500$500 below budget due to addition of new college and non-participation of two colleges Maverick Student of the Year Award $500 Cost of award offset by sponsor funding

8. Formatting Example: For Student Involvement Objectives (aligned to Goal #2)Results /Measurement Hold at least one student event to attract at least 30 attendees and attain majority satisfaction rating of 8 (out of 10) Two student events were held: 1)Winners Panel attracted 30 attendees and 57% of all 14 respondents gave it a satisfaction rating of 9 or 10 in feedback survey. 2)Career Bootcamp ‘sold-out’ with 46 attendees and 93% of 21 respondents gave it a satisfaction rating of 8, 9 or 10 in feedback survey. Launch a mentorship program with 20 mentor-mentee relationships and have 17 (or 80%) of mentor-mentee relationships complete the 8-month program by providing detailed matching & check-in points 20 mentor pairs established; 16 pairs completed 8 month program. Three pairs dropped out as chemistry wasn’t right and a fourth had location issues. Goal: Knowing & responding to member needs This was accomplished within this portfolio by implementing various educational initiatives, as outlined below. A. Educational Activities