A Washington-based trade association requests a review of its operations and assistance in reaching three objectives:
Improve performance and efficiency.
Measure the effectiveness of advocacy efforts.
Grow membership and revenue.
Establish standardized processes and materials.
Define advocacy, gov’t funding and tax incentives metrics.
Install a centralized issues tracking and response system, draft yearly lobbying agenda and create stakeholder lists.
Revise job descriptions and align with target agreements.
Assess third-party government relations analytics and tools.
Improve alignment with member companies.
The trade group sees noticeable and sustained performance increases across all band levels.
The Board of Directors approve a modest increase in annual dues.
Member companies praise improved alignment with their business objectives and a stronger “customer focus” by trade group staff.
Membership grows, revenue increases.
A new communications head is looking for ways to empower her team, improve performance and the team’s standing within the organization. Solutions must lead to effective “one voice” communications, boost morale and productivity, sharpen skills and establish robust performance metrics.
Provide gap analysis.
Determine support and value-add for internal constituencies at HQ and in the regions.
Expedite recruiting drive via multi-state HR communications.
Define with the team key communications activities and deliverables based on corporate and product strategy.
Implement data-driven outreach to journalists and influencers.
Establish metrics-based target agreements for the team.
Establish team training plan to hone skills.
Ten months after realignment, the communications team makes it into the TOP-5 of 17 rated departments in the annual employee survey.
Leadership commends the team for its compelling communications campaigns and strong performance metrics.
The communications budget increases along with headcount.
A Washington-based trade association requests a review of its operations and assistance in reaching three objectives:
Improve performance and efficiency.
Measure the effectiveness of advocacy efforts.
Grow membership and revenue.
Establish standardized processes and materials.
Define advocacy, gov’t funding and tax incentives metrics.
Install a centralized issues tracking and response system, draft yearly lobbying agenda and create stakeholder lists.
Revise job descriptions and align with target agreements.
Assess third-party government relations analytics and tools.
Improve alignment with member companies.
The trade group sees noticeable and sustained performance increases across all band levels.
The Board of Directors approve a modest increase in annual dues.
Member companies praise improved alignment with their business objectives and a stronger “customer focus” by trade group staff.
Membership grows, revenue increases.
A new communications head is looking for ways to empower her team, improve performance and the team’s standing within the organization. Solutions must lead to effective “one voice” communications, boost morale and productivity, sharpen skills and establish robust performance metrics.
Provide gap analysis.
Determine support and value-add for internal constituencies at HQ and in the regions.
Expedite recruiting drive via multi-state HR communications.
Define with the team key communications activities and deliverables based on corporate and product strategy.
Implement data-driven outreach to journalists and influencers.
Establish metrics-based target agreements for the team.
Establish team training plan to hone skills.
Ten months after realignment, the communications team makes it into the TOP-5 of 17 rated departments in the annual employee survey.
Leadership commends the team for its compelling communications campaigns and strong performance metrics.
The communications budget increases along with headcount.