APR

Twenty-Two Years Later, My APR Continues to Pay Dividends

By Richard J. Batyko, APR, Fellow PRSA

© Keith Berr Productions, Inc.

Public relations professionals who do not have their APR and do not intend to get the credential are often as passionate arguing against the need for it as those who have attained accreditation argue for it. These are not new positions in our field. Way back in 1995, when I decided to get my accreditation, such arguments were raging around me. Twenty-two years later, I am as pleased with my decision to earn the credential as I was the day I passed the tests.

One can be successful in our field without an APR, or a master’s degree, or even a degree in the academic disciplines most associated with the practice of public relations. I suppose there can be equally strong arguments for and against getting those credentials. My decision was not based on who had the better argument. I consider myself a lifelong learner because I want to be the best I can be in my profession. Any opportunity to enhance my skillset interests me, whether I can definitively prove a pocketbook ROI for my time and money.

Making the case more powerful for me was that an APR is not simply another professional development workshop or a one-time training program. An APR is a commitment to our profession and is distinguished from many other one-time learning opportunities because once the credential is earned, it must be maintained. I also wanted a competitive differentiator to give potential employers a tipping point to pick me over another candidate.

As with many learning experiences, I found the journey toward obtaining my APR a worthwhile ride. My study group was supportive (I am still in touch with many of them) and our professional advisor was encouraging. The test was challenging, but with the proper preparation, I found no surprises and passed on my first attempt. Had I not passed, I knew that supportive network that helped me prepare would be available to me for another attempt; that was reassuring.

I am a passionate member of PRSA, so in addition to the professional advantages I’ve experienced through my APR, I have also found the credential helpful as I ascended into various leadership roles in chapters, district and in national posts.

I am proud of my APR and encourage anyone considering earning the credential to go for it. I have never met anyone who regrets having taken this step.

Richard J. Batyko, APR, Fellow PRSA has been practicing public relations for 30 years in Fortune 500, nonprofit and philanthropic organizations. He is a member of PRSA’s Board of Directors and an adjunct professor in Kent State University’s Master of Public Relations program. Image credit: © Keith Berr Productions, Inc. www.keithberr.com – all rights reserved.

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Strategic Planning: A Unified Roadmap to Future Success

By Darcy Schwass, APR

Serving on chapter leadership is exciting. Knowing where your chapter is going, or should go, and how it’s going to get there is reassuring and exciting as well.

The Cincinnati PRSA chapter has a term process that ensures consistency in leadership members from year-to-year, while recruiting new members and providing opportunities for them to rise through the ranks. This means our chapter has leadership pros with a firm grasp of our unique challenges and opportunities, as well as fresh voices and perspectives.

It’s a process that has proven successful. But inherent leadership transitions, especially the election of a new president every year, merited a unified plan that would ensure consistent, measurable objectives and goals even under new leadership each year.

We needed a strategic plan.

If you’re looking for ideas on how to start a strategic plan process for your chapter, then check out these six steps below to find out how we developed our five-year strategic plan for the Cincinnati Chapter.

Recruit several voices.

We convened a strategic planning task force, consisting of leadership and nonleadership team members; longtime members and new members; agency and in-house professionals; seasoned members and new pros. An eclectic and diverse group ensured well-rounded views of long-term chapter goals.

Look inward and ahead.

At a Saturday morning meeting, Erin Rolfes, APR, our then vice president for programming, who is now serving as current president-elect, guided the task force through a SWOT (strengths, weaknesses, opportunities, threats) analysis and a discussion about desired goals for one year, three years and five years. Erin captured everything on the whiteboards at the front of the room.

Draft the plan.

As then-president-elect, I reviewed the many notes from our session and drafted our plan. I took a step back and determined what the overall goals were and their measurable objectives. From there, I drafted the associated strategies and tactics. The plan also included a situation analysis and an annual evaluation process.

Edit, edit, edit.

I shared the initial plan with a couple of key leadership team members who served on the task force and incorporated their input before sharing with the larger group. After incorporating their edits, we had a solid strategic plan draft.

Vote.

Our board needed to vote on the plan to make it effective. It passed unanimously.

Move forward.

It’s imperative for each year’s leadership team to ensure the plan is kept top-of-mind through annual transitions. It’s also incumbent upon each president to use the plan as a roadmap for the year and ensure the appropriate leadership team members assume responsibility for their objectives.

At the beginning of 2018, I was excited that we had a plan in place. We’re already tackling our objectives – especially those that need to be met by year’s end – and we have a good start on those that need to be met in the years ahead.

If you have questions or would like more insights about the Cincinnati chapter’s strategic planning process, feel free to contact me any time at dschwass@vehrcommunications.com. Happy planning!

Darcy Schwass, APR, is president of the Cincinnati Chapter, PRSA, and senior account executive for Vehr Communications.

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