Leading global excellence in procurement and supply

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Dear Chair, 2012 has been yet another landmark year for CIPS. Being 80 years young has given us not only the time to pause and reflect on the past but more importantly look to the future. In 20 years we will be celebrating our centenary – a very humbling thought. Our success is built on very strong foundations. My strong belief is our strength comes from the passion and dedication of the individuals who make up our profession – CIPS now has a global community of over 94,000. We thrive on our networks – a central component of which is our Branches. Whether it’s ‘meeting’ or ‘tweeting’ – keeping that information and knowledge flowing is essential for future growth and success. The Branches are a cornerstone of the Institute and I would like to thank all of those individuals who put in their time and effort to make them what they are today.

David Noble, CEO

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List of Contents Page 1 CIPS Global Support 3 1.1 Global Offices 3 1.2 Branch Support 4 1.3 Global Branch Contacts 5 1.4 Branch Regions 7 2 Global Processes 9 2.1 Branch Purpose and Mission 9 2.2 Committee Roles and Responsibilities 10 2.3 Committee Meetings 12 2.4 AGM 13 2.5 CIPS Code of Conduct for Volunteers 14 2.6 Expense Policy 15 2.7 Branch Funding 16 2.8 Branch Budget Guidelines 17 2.9 Branch Business Plan 18 2.10 Branch Account Returns 19 2.11 Branch Action Plan 19 2.12 Donations 19 2.13 Event Management 20 2.14 Event Formula 22 2.15 Pre/Post Event Checklist 23 2.16 Sponsorship Guidelines 24 2.17 Webinar Guidelines 24 2.18 Social Media Guidelines 26 2.19 Marketing and Communications 26 2.20 Mailing Submission Deadlines SM/Branch Events 27 2.21 Branch Reports 27 2.22 Branch Committee Resource Webpage 27 2.23 Branch Email Address 28 2.24 Governance 28 Global templates can be found on the CIPS website at: Home>Community>Groups>Branch Committee members

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1 Global Support

1.1 Global Offices CIPS currently has four Global offices that govern Branches in different parts of the world: 1. ▪ United Kingdom 2. ▪ Middle East and North Africa 3. ▪ Africa 4. ▪ Australia

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1.2 Branch Support

UK/Europe/Rest of the World

For all event queries, please contact the CIPS Events Team: • Telephone +44 01780 761 554 • Email Branchevents@cips.org For any other queries, please contact Carol Husband, UK and Europe membership Manager: • Telephone +44 01780 761 520 • Email Carol.husband@cips.org Africa

For any enquiries, please contact: • Telephone +27 12 345 6177 • Fax +27 12 345 3309 • Email infosa@cips.org.za CIPS MENA, Middle East and North Africa

To make a general enquiry, please contact Sarah Khafaji, Head of membership and Education: • Phone +971 (0)4 3277348 • Fax +971 (0)4 3325541 • Email sarah.khafaji@cips.org

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1.3 Global Branch Contacts UK:

East Central Region:

• Derbyshire derbyshire@cipsbranch.org • East Anglia east.anglia@cipsbranch.org • East Midlands east.midlands@cipsbranch.org • Lincolnshire lincolnshire@cipsbranch.org • Northamptonshire Northampton@cipsbranch.org • Peterborough and Cambridge pandc@cipsbranch.org North East Region:

• Humberside humberside@cipsbranch.org • Northumbria northumbria@cipsbranch.org • South Yorkshire South Yorkshire southyorkshire@cipsbranch.org • Yorkshire yorkshire@cipsbranch.org Northern Ireland Region:

• Northern Ireland northernireland@cipsbranch.org North Thames Region:

• Beds and Herts bedsandherts@cipsbranch.org • Chilterns chilterns@cipsbranch.org • Harrow harrow@cipsbranch.org • Thames Valley thames.valley@cipsbranch.org North West Region: • Cheshire and North Wales chesandnorthwales@cipsbranch.org • North Lancashire northlancs@cipsbranch.org • Manchester manchester@cipsbranch.org • Merseyside merseyside@cipsbranch.org Scotland/Borders Region:

• Aberdeen aberdeen@cipsbranch.org • East of Scotland eastofscot@cipsbranch.org • North Cumbria/South Scotland northcumandsouthscot@cipsbranch.org • West of Scotland westofscot@cipsbranch.org South East Region: • Central London london@cipsbranch.org • Kent kent@cipsbranch.org

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South Region:

• Channel Islands channel.islands@cipsbranch.org • South of England southofengland@cipsbranch.org • Surrey surrey@cipsbranch.org • Sussex sussex@cipsbranch.org South West and South Wales Region:

• Devon and Cornwall dandc@cipsbranches.org • South Wales south.wales@cipsbranch.org • Swindon swindon@cipsbranch.org • West of England westofengland@cipsbranch.org • West Wales west wales@cipsbranch.org West Central Region:

• Birmingham birmingham@cipsbranch.org • Hereford and Worcester handw@cipsbranch.org • Wolverhampton wolverhampton@cipsbranch.org Europe:

• Switzerland Switzerland@cipsbranch.org Rest of the World:

• Hong Kong hong.kong@cipsbranch.org • Malaysia malaysia@cipsbranch.org • Singapore singapore@cipsbranch.org • Srilanka srilanka@cipsbranch.org • Trinidad and Tobago trinidadandtobago@cipsbranch.org Africa:

• Botswana botswana@cipsbranches.net • Eastern Cape eastcape@cipsbranches.net • Gauteng gauteng@cipsbranches.net • Ghana ghana@cipsbranches.net • Kenya kenya@cipsbranches.net • Kwa Zulu Natal KZNbranch@cipsbranches.net • Lesotho lesotho@cipsbranches.net • Malawi malawi@cipsbranches.net • Namibia namibia@cipsbranches.net • Nigeria nigeria@cipsbranches.net • Swaziland swaziland@cipsbranches.net • Uganda uganda@cipsbranches.net • Western Cape WCbranch@cipsbranches.net • Zambia zambia@cipsbranches.net • Zimbabwe zimbabwe@cipsbranches.net

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1.4 Branch Regions

A Branch Region is a group of Branches in a particular geographic location.

Africa:

• Botswana • Eastern Cape • Gauteng • Ghana • Kenya • Kwa Zulu Natal • Lesotho • Malawi • Namibia • Nigeria • Swaziland • Uganda • Western Cape • Zambia • Zimbabwe.

Australia:

• Australian Capital Territory • New Zealand • New South Wales • Queensland • South Australia/Northern Territory • Victoria and Tasmania • Western Australia.

Asia:

• Hong Kong • India • Malaysia • Singapore • Sri Lanka • Thailand.

Europe:

• Switzerland.

China:

• Beijing • Guangzhou • Shanghai.

Mena:

• Qatar • United Arab Emirates.

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UK Branch Regions

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2 Global Processes

2.1 Branch Purpose and Mission The Purpose of a Branch

1. To provide a local professional network

Branches should be a primary channel for member engagement at a local level in order to: • provide a supportive infrastructure for effectively sharing information, experiences and

best practice • act as a point of contact for providing guidance, advice and mentoring for members requiring

or seeking support • understand and proactively respond to members’ local needs • Branches will employ a range of available communication channels to best reflect and

respond to the particular needs of its members. 2. To facilitate local sharing of knowledge and best practice

• the Branch should provide a forum which actively contributes to and facilitates the sharing of knowledge and experience amongst CIPS members at a local level

• by actively facilitating a ‘community of practice’, the Branch should actively support the on-going delivery of Continuing Professional Development (CPD) for the benefit of its membership.

3. To develop relationships between member and Branch

The Branch should be seen by its members to be a primary channel for local communication which should: • facilitate a better understanding of local members’ needs such that Branch priorities and

activities can be ‘tailored’ to respond to these • encourage members to feel a more important, relevant and integral part of ‘their’ Branch and

its activities • make new members feel welcome and valued through direct and on-going contact from the

time the individual joins the Institute and becomes a Branch member. 4. To promote representation, visibility and engagement in the local environment

The Branch should engage with local businesses and academic communities in order to: • encourage better understanding and enhance the profile of the profession • promote the Institute, its role, relevance and goals • gain a fuller understanding of local needs for CIPS products and services.

5. To ensure alignment with CIPS strategy

CIPS forward strategy and Business Plan should be clearly and effectively communicated to all Branches to ensure both local understanding and commitment. The Branch, in turn, should align its activities and mobilise volunteers from amongst its membership to support the delivery of the Institute’s goals and strategy.

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2.2 Committee Roles and Responsibilities

A Branch is a group of members who have elected a Branch Committee to organise their activities in a particular geographical area. To have formal Branch status, each local network should be managed by an elected Committee. Any ‘acting’ Committee established to form or re-activate a local network should be endorsed by election as soon as is practicable.

Role

Chair

Vice – chair/Treasurer

Secretary

Social Media Officer

Communications Officer

Educational Liaison Officer

Ideally, to sustain a continuous programme and provide a range of services to members locally, each local network should have a minimum of 5 Committee Members. The following roles and responsibilities assume a full complement of Committee Members: 1. Chair:

• act as the principal representative of the Institute locally, chair meetings and host events • oversee the planning of a programme of activity for each financial year, including ensuring the

submission of a yearly • brief incoming Committee Members and thereafter co-ordinate their efforts • represent the Committee at the Annual Conference or nominate another representative • maintain contact with other chairs • maintain and hand over any records as appropriate to his/her successor. 2. Vice Chair/Treasurer:

• represent the Chair when absent • learn and fully understand the Chair’s role • prepare and submit to the relevant CIPS an annual budget estimate and Action Plan in respect of the

proposed events programme by 30th September.

3. Secretary:

• convene, attend, and maintain a record of meetings and conduct the correspondence, liaising with the CIPS Team as necessary

• hand over to a successor or to the Chair, all books, papers, records etc. appertaining to his/her office • ensure that the CIPS Team is kept informed of any changes to the Committee. 4. Communications Officer:

• to ensure that the event titles are short, to the point and capture the members’ interest • to ensure that the event template is correctly filled in and sent to the relevant CIPS Team by the

deadlines set for event mailings and inclusion in the Supply Management magazine • be responsible for the safekeeping of the stands, tablecloth, and any other materials provided

by CIPS.

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5. Education Liaison Officer:

• liaise with the relevant CIPS Team to advise of any issues or opportunities to improve services to students

• be the point of contact between the Committee and the local colleges to promote awareness of CIPS and its educational programme, with prior approval of the CIPS Team

• where practicable, arrange for the Committee to participate in careers events at local universities, colleges, schools and sixth form colleges to promote a career in purchasing and supply to students and school leavers with prior approval of the CIPS Team

• ensure that student focused activities are included in the event programme. 6. Social Media Officer:

• set up and manage the Network group on Social Media Platforms, i.e. LinkedIn http://www.linkedin.com/ Twitter http://twitter.com/ Facebook http://www.facebook.com/home.php?sk=group_161818640548389&ap=1

• maintain and keep the site up to date with discussions, events, etc. 7. Student Representative:

• to represent students in the local area. Ideally, all Committee Members should be full members (MCIPS and FCIPS); whilst it is recognised this is not always possible the Chair must hold MCIPS. The recommended maximum term of office in any one post is 3 years, but there is no limit on the total length of service given. All officers must be current CIPS members at all times.

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2.3 Committee Meetings Committees should meet approximately 4 times a year. The following applies to any Branches outside of the UK/Europe - Elections are held at the members’ country events together with the Conference and Graduation/Awards ceremony. Meetings should be as informal as possible. CIPS guideline is that a quorum of 51% of the Committee is required two of whom must be MCIPS to validate decisions. As a minimum, Committee meetings agenda should include: Apologies - Secretary Previous Minutes/Actions - Chair Matters arising - Chair Branch Action Plan progress - Chair Updates from CIPS - Chair Local engagement update - Chair Marketing and Communication activity - Communications Officer Student engagement update - Education Liaison Officer Financial Report - Vice Chair /Treasurer Future Plans, Activities and Events - Secretary. Not all Committee members need to attend every meeting. However, if two consecutive meetings are missed, and they are requested to attend the next meeting, but fail to attend, the Committee has the authority to request that they stand down. Branch Minutes

All Committees are required to produce and submit full sets of minutes and should be forwarded within 5 working days of the meeting to the relevant CIPS Team. Please also send in any: • post event reports • newsletters. These will be recorded on the Branch section of the website.

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2.4 AGM An AGM is to elect Committee members for the following year, review the past year’s activity and plan the next. The date of the AGM should be set bearing in mind that the Institute’s year begins on 1 November, which is also when the changeover of officeholders takes place. Notice of an AGM must be circulated to members with a minimum of 21 days’ notice. Nomination forms are available on the CIPS website at: www.cips.org>groups>branch committee members>event planning Agenda:

• review of the previous year • plans for the year ahead • financial report including Branch activities and budget update • update of the roles and responsibilities • voting and election of new Committee representation and an update of the responsibilities. Guidelines:

• only current Members are allowed to vote at an AGM • announce at the event that you are running an AGM and advise which posts are up for election and

give a brief description of what is required • ask for nominations, these can be either nominated on the night or sent in on the paper forms • each nomination should have a proposer and a seconder • if there is more than one nomination for a post, then a vote needs to be run, the candidate with the

most votes is then elected to the post • minutes need to be taken and sent in to the relevant CIPS office, so branch committee records can

be updated. Committee roles must be collated by the current Chair or Deputy Chair on the day of the event. All Branches outside of the UK/Europe:

• nomination forms are to be brought by the individual member to the member Country event where they will be announced

• nomination forms are included in the notification mailing.

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2.5 Code of Conduct for Volunteers Committee members are seen as Ambassadors for CIPS and as such need to behave professionally. The following statement has been agreed by the Institute’s Appointments Board to be the desired code of conduct for all members appointed or elected to a position of responsibility who also sell services to the profession to clarify what is and is not permitted. It is acceptable for Committee members to:

• state their CIPS post on CV’s, and in other documents when corresponding on behalf of CIPS on authorised business

• refer to their CIPS post when speaking at/chairing events etc. not being run by CIPS, provided this has been agreed in advance with CIPS

• post their position on Social Media websites. It is not acceptable for Committee members to:

• use their CIPS post as leverage to gain access to clients (e.g. making an appointment to discuss CIPS matters and then using it as a sales opportunity)

• use their position on a CIPS Committee for personal/business benefit, i.e. they cannot use their role to advertise their professional services or use information provided by CIPS for their organisations gain.

• imply to a client that the CIPS post gives the member/his organisation some sort of special advantage that will benefit the client

• offer any special terms to CIPS contacts or discriminate between CIPS contacts and others • misrepresent their services as endorsed in some way by CIPS • use the CIPS brand when speaking at/chairing events not run by CIPS without prior agreement

with CIPS • knowingly undertake any activities which will impact adversely on CIPS and CIPS Brand • state their CIPS post on their own organisation’s business cards or on other documents when

communicating on behalf of their employer organisation. Any breach of this code of conduct may result in serious consequences. If you are unsure or require any clarification, please do not hesitate to contact the relevant office.

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2.6 Expense Policy Committee members who incur costs in the course of their voluntary duties may claim expenses. Expenses can only be authorised by CIPS with the relevant signatories on production of receipts and must be claimed as soon as practical after the expense is incurred. Reimbursement of reasonable travel and subsistence costs incurred in the course of an officer’s duties may be claimed from Branch funds on receipt of details of the travel costs. Expenses will not be paid for attendance at events. Committee members act in a voluntary capacity and therefore are not paid for their services to the Branch. Please contact the relevant CIPS Office for further details and a copy of the expenses form.

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2.7 Branch Funding Branches exist to promote the Institute and add value to membership through programmes of activity organised at a local level. A sum of money from membership subscriptions is allocated to fund Branch activity. The amount set aside each year changes depending upon the level of activity. Provided excessive amounts are not requested Committees are usually allocated the amount they have requested. If Committees submit excessive budget requests they will be asked to review their programme to ensure a fair distribution of funds across the Branches relevant to membership figures and activity. Where Local Branches do not submit a budget, no allocation can be guaranteed for that year. Applicable to UK/Europe only Budgets are monitored at CIPS to ensure adequate funds are available for events that are beneficial to members and also that allocations are not exceeded without prior agreement. Chairs/Vice Chairs will be provided with their spending information twice a year in February and August. The total budget is managed centrally but within that each Committee remains in control of its own funds. Each Committee has its own account number against which the full amount is credited at the start of the financial year. During the year, funds are called off as required and CIPS will pay invoices direct to the payee and reimburse expenses. When required to physically meet, it is suggested that Committee meetings can take place in public areas of hotels, in Committee members’ offices, or at British Council rather than incurring costs in hiring rooms. Branch finances are audited as part of the CIPS annual audit and there is no need for Committees to present their own audited accounts, although a statement of funds held locally must be presented for inclusion into the overall CIPS accounts. Applicable to Branches outside of UK/Europe The total budget is submitted to a nominated bank account held by the Treasurer. The funds are managed by the Committee and the account must have two signatories, the Chair and the Treasurer.

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2.8 Branch Budget Guidelines: • the main purpose of the Branch is to provide additional local benefits to existing CIPS members • the location is taken into consideration when determining a consistent approach with regard to the

costs for venues, refreshments etc. A higher figure for Branches located in cities etc. may be applied • the services of speakers should be obtained free of charge. The relevant CIPS office can help with

regard to sourcing speakers provided sufficient notice is given. Speaker gifts are only intended to be a token of appreciation and should be of a low intrinsic value

• refreshments served at the beginning or conclusions of any event are only intended to provide adequate sustenance and not a substantial meal. Committees should take this into consideration when booking refreshments

• alcohol can be served at branch events, i.e. wine and canapés, however please use your discretion when ordering to keep costs to a minimum

• all social events should be self-funding. If there is doubt as to whether this can be achieved, the Committee should re-assess the value of such an event

• a Business Plan should be provided for all social events as well as other events costing in excess of £500, before any bookings/arrangements are made

• site/tours visit costs should only include entrance fees and some refreshments. Attendees are to fund their own travel arrangements and any overnight accommodation

• whilst new members are to be encouraged, the emphasis must be on providing a valuable benefit and service to existing members.

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2.9 Branch Business Plan Each year Committees are required to submit a Business Plan, which will reflect the aims and objectives of the Branch and also include a planned programme for the forthcoming financial year. The CIPS financial year runs from 1st November to 31st October.

Budget Timetable

15th August All Branches will be sent documents relating to their budget submission.

30th September All Branch budget requests MUST be submitted to the relevant CIPS office. Written confirmation of receipt will be provided. Please also include a Branch Action Plan. (Please refer to section 2.11).

Early October Branch Allocations will be prepared

20th October All chairs/Vice chair/Treasurers will be notified in writing of their budget allocation, along with reasons for the allocation and requests for further information regarding the submission.

By 30th October All written Branch Budget Allocation appeals to be received by the relevant CIPS office

Early November Appeals sent out to the *Appeals Panel for assessment

By the end of November Branches will be notified in writing of the outcome of an appeal.

Budget Appeals Procedure

There is an appeals process whereby the Branch can request that the relevant CIPS office reassess their application. The appeal must be submitted to the CIPS office no later than the 30th October. *The Appeals Panel is made up of two Branch Chairs.

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2.10 Branch Account Returns: • to be submitted by 30th November • where relevant, Branch Bank Account Return as at 31st October for all accounts and investments held

by the Branch in the CIPS name, signed by the Branch Chair • copies of Bank Statements/investment statements for the financial year for all accounts/investments • Branch signatory details • bank address and account numbers. *All the above are requested in order for Branch funds to be allocated.

2.11 Branch Action Plan Branch Action Plan Guidance - Sections for the Branch to fill in:

• purpose • Branch operations and current Committee members • social media strategy • plans and activities – a brief description of the Branch’s plan to raise the awareness of the Institute

and engage with the local environment, e.g. local businesses, Chamber of Commerce, Study Centres and other Institutes

• calendar of events and Branch meetings - the initiatives and activities to be undertaken over the next year, such as professional and social events. This section should identify when each proposed event is to be held, i.e. the timing of proposed events.

2.12 Donations CIPS is a registered charity and as such under the Charity Laws cannot make a donation to another charity under any circumstances. Failure to comply could result in our chartered status being withdrawn as donations to charity are contrary to our Charter and Bye-laws. The Charity Commission and CIPS take any breaches of this very seriously. If a group of members wish to make a donation to a charity this can be done on a private individual basis only and the monies must not pass through a CIPS bank account or be associated with CIPS in any way.

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2.13 Event Management Whether you are embarking on an events programme for the first time or already have considerable experience in this area, the following information may be helpful in planning activities for the coming year. As the quality, scale and costs of Branch events increases, so does the need for them to be managed in a professional way, both to guarantee a good outcome and to make the best use of resources available. The event management model can be used as a checklist so that you can be sure you have covered everything. The following will take you through every aspect of organising Branch events. We ask that you follow the guidelines to ensure a successful event. Branch Event Guidelines

The following checklist has been composed in order to help Branch Committees plan their Branch events in order to make them as successful as possible. Primary considerations:

• is the Branch event in keeping with the given submission timelines? • are there at least two Branch Committee members organising/helping with the event? • what are the objectives/aims of the event? • what are the advantages of attending for delegates? • what will the Branch achieve by holding the event? Venue

When sourcing a venue for a local Branch event there are several things to be considered. The venue needs to be easily accessible. When booking your venue, you need to consider who the target audience are and what the anticipated audience size is. If you are planning an event aimed at students, is it more appropriate to hold the event in an educational building where the students may be studying. Is the venue the right size for your anticipated audience? Site visit costs should only include entrance fees and some refreshments. Speakers

Wherever possible the services of speakers should be obtained free of charge with payment being the exception. Where speaker expenses are incurred they should not exceed £250. The critical element for success is the quality of the speakers. CIPS has a database of speakers/companies who have either spoken at Branch events or have indicated that they would be willing to do so. If Branches can recommend any speakers they should forward the details to branchevents@cips.org unfortunately the speaker database cannot be released to Branches as it contains confidential information but CIPS are happy to assist with sourcing speakers. Any requests for high-profile speakers, Congress members/Trustees or CIPS staff to speak or attend Branch events should always be directed through the relevant CIPS Office. Speakers should be provided with an outline brief indicating what their presentation should cover and it should be clearly communicated that this is not an opportunity for them to promote their product or services.

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Content The event content must be topical and of importance to practitioners of all levels. A variety of speakers with different perspectives have also proved successful to date. It is important to identify the issues affecting practitioners and organisations alike. Timing

It is suggested that any large Branch events should be planned to avoid any Institute dates, such as examinations, Annual Dinner, Premier Conference and training events on the same subject and any other barriers that can affect attendance levels. For advice on this please contact the relevant CIPS Team. Non Members Branch events are part of CIPS membership benefits; therefore they should predominantly be aimed at CIPS members. If members wish to bring along a colleague/guest to an event we encourage Branches to advise them of the benefits of CIPS Membership and hopefully sign them up.

Quick Event Checklist

Venue Yes/No

Is the venue easily accessible via road, rail and other public transport?

Has free parking?

Caters for people with disabilities?

Offer suitable refreshments?

Offer any required equipment, such as a projector screen/microphones?

Have qualified first aid personnel?

Have an evacuation procedure?

Is there a charge for room hire?

Could the Branch event be held in a charge-free venue?

How and when does the venue require payment?

Is there a contract to be signed? (if so, this should be signed by relevant CIPS office)

What is your anticipated audience size?

Is there a charge for the speaker, is this approved and within budget?

Speakers

Are the speaker(s) from local industry?

The Branch Committee and CIPS must be informed in advance of what the speaker(s) will be presenting on?

Do CIPS have permission to circulate any speaker presentations after the event?

Has the speaker present for a CIPS Branch event previously?

Content

Is the content of interest to its target audience?

Is the content informative and enjoyable?

Will the content attract maximum possible attendance?

Timing

Is the event being held at a time likely to attract maximum attendance? Morning/afternoon/evening? - summer holidays/seasonal holidays

For help and information on any aspect of planning an event please contact the relevant CIPS office.

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2.14 Event Formula For many years CIPS Branches have staged a variety of events with varying degrees of success. Following recent research, CIPS have identified several areas which may contribute towards how ‘successful’ a Branch event may be: • social, professional knowledge, networking or as site visit/tour. It has emerged that the type of Branch event has a significant impact on the success of the event in terms of how many delegates book to attend. Local site visits tend to be popular and often attract high bookings. Likewise, Branch events that concern local developments/issues. We are also seeing an increase in ‘soft skills’ events that are becoming very popular. CIPS encourages Branches to have at least one element of their Branch event as a ‘pull’ element, i.e. industry speaker, site visit, specialist topic concerning the Branch membership. CIPS also encourages Branches to avoid holding their AGM as a stand-alone event. It is recommended that an AGM is held alongside another topic, i.e. “insert event title and AGM”. Holding an AGM as a stand-alone event can attract low numbers as it may not be seen as having an interesting/relevant topic on offer. Planning

The planning of an event is of paramount importance for success. There are certain criteria that must be considered at least 8 weeks prior to a Branch event. Larger events require a much higher degree of planning and resources than smaller localised Branch events and it is preferable to start planning these between four and six months ahead of the required date. Target Audience

It is important to consider who you aim to attract to the event: • CIPS members • non-members only • student members only • student and qualified members • specific grades of membership e.g. associate/students/level.

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2.15 Pre/Post Event Checklist

Pre event:

• select topic • date, time and location • what sort of event is it: speaker/workshop/tour? • target audience • are you looking for sponsors? • are there any competing CIPS events? • nominate an event lead • confirm event.

Marketing plan:

• complete Branch event marketing template • send in to CIPS by the mailing deadline - 10th of every month • don’t forget SM deadline • promote on social media websites • order CIPS brochures • speaker gift (if applicable).

Event delivery:

• confirm final numbers (contact CIPS for this info) • print name badges • two Branch Committee members must be at the venue 30

minutes before the start, to ensure that the room, refreshments, etc. are all in place

• please ensure that you meet and greet all attendees and give out badges to encourage networking

• advise attendees the aims/objectives that they can gain from the event, including 2 CPD points per event

• non-members attending should be encouraged to join CIPS • make sure pop up stand, tablecloth/literature is set out • Branch presentation/CIPS video to be played.

Post event:

• event write up sent to CIPS to be added to the Branch webpage • post write up on social media websites.

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2.16 Sponsorship Guidelines Sponsorship can range from the provision of a room for a Committee meeting free of charge to the contribution of cash towards a high profile event. Any offers of sponsorship made to Branches should, in the first instance, be forwarded to the relevant CIPS office. It is acceptable for sponsors to make information about their product or service available to attendees at an event, such as putting brochures at the back of the room or displaying them on a stand to give delegates the opportunity to take information if they wish to find out more about the sponsor. Any sponsorship arrangements should not:

• lead to personal or professional gain for any of the Branch Committee • provide a sponsor with a CIPS endorsement of their product or service.

2.17 Webinar Guidelines Branches can hold webinars, as well as/or instead of face to face events, as the location of some Branches make it challenging for local members to attend. If you want to hold a webinar, here is how to get started: 1. what are the pros/cons of holding a webinar compared to a face to face Branch event?

Pros Cons

Low costs Limited opportunity to network

International Audience

Huge capacity (100%) Lack of face-to-face interaction

No travel, event or catering costs No ‘real’ commitment to participate

Delegates can view presentations post event Limited feedback for presenter (projecting into cyberspace)

Flexible Impersonal

Easy to leave event Technological limitations

Delegate information captured

Instant feedback from delegated

2. select your Webinar platform:

• CIPS recommends the software platform GOTOWEBINAR http://www.gotomeeting.co.uk/fec/webinar

3. a PC and phone is needed 4. CIPS branded invite needs to be created (please contact your relevant CIPS office for further info) 5. one-click to join 6. reminder is placed in the delegate’s Outlook Calendar 7. multiple presenters are possible (in different locations) 8. organiser can control the event in ‘real time’ 9. you can monitor the questions 10. monitor ‘attentiveness’ 11. collect feedback after the event (standard reports).

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What’s next?

• pick a topic that is suitable for a web seminar • practise on holding a webinar (this will make sure you run the event as smoothly as possible) • make sure you rehearse with the speaker • fill in the event details template as normal making sure it is clear that it is a ‘webinar’ • CIPS will promote the event through the usual channels • remember that you may have delegates from around the world so consider about the content,

language, abbreviations, local culture and time differences. Go on try it!

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2.18 Social Media Guidelines CIPS encourages Branches to set up their own groups on the following Social media websites:

LinkedIn

• CIPS groups e.g. opinion panel and CIPS – Chartered Institute of Purchasing and Supply) – Branches to join and post discussions

• Branch LinkedIn groups – to be populated by event organisers – Branches. Facebook

• CIPS Facebook – Branches can join the group and populate. Twitter

• individual Branch Twitter accounts – to promote branch events. Hints and Tips

• improved SEO (search engine optimisation), use of keywords in web and social networks • use of hash tags in Twitter (this is so others can track conversations e.g. #purchasing,

#legal. #supplychain).

2.19 Marketing and Communications PR

It is important that any PR activity undertaken by the Branch is in line with the Institutes overall marketing and communication strategy to ensure that all communications issued are produced in a particular style and format which immediately identifies them as being from CIPS. This helps to reinforce the corporate brand and image of CIPS to the outside world. For further advice on this, please contact the relevant CIPS office. CIPS - Promotion of events:

• Branch event online mailings are sent out on the 16th and the 25th of the month • events are added to the Branch events section of the website and the Branch webpage • events are publicised in Supply Management magazine which is sent out to members on a

monthly basis • text Messages reminders are sent out 48 hours before an event to all members that are booked on. Branches - Promotion of events:

• Branches can promote their events on Social Networking sites, such as LinkedIn, Facebook and Twitter (please refer to Social Media Guidelines)

• use local media, such as radio, newspapers or business magazines (pre-approval required) • visit local Study Centres and Universities • promote internally at your own organisation.

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2.20 Mailing Submission Deadlines SM/Branch Events Supply Management Magazine Submission Deadline

Supply Management is the CIPS industry magazine that is published every month and sent out to all active CIPS members. Supply Management is a CIPS membership benefit and includes industry articles and reports, CIPS Update and UK/International event coverage as examples. In order for the Events Team to be able to offer maximum publicity and the full benefit of event coverage, we ask that you adhere to the deadlines for Supply Managements submissions. A copy of this can be obtained from the relevant CIPS office CIPS Mailings Submission Deadlines

To ensure that Branch events receive the maximum publicity possible, and to allow the CIPS office the required time to process your Branch event, we ask that you adhere to the following submission deadlines: • for all Branches the submission deadline date is the 10th of the month. The mailing will subsequently

go out on the 16th and the 25th of the month • if the date falls on a weekend, the mailing will move to the nearest date before • if you have any issues with the deadlines, please ensure that you contact the relevant CIPS office as

soon as possible.

2.21 Branch Reports CIPS can collate various reports to be sent to the Branch to assist when planning events: • Branch member information - this is a sanitised version that does not include any contact

information. This is only intended to be used by the Branch to understand who its members are, where they are located and to design events and activities that meet their needs

• Map point (UK only) - this is a piece of software which organises data to suit a geographical area. It provides simple reports like location and density. We already have a set prepared for each Branch which shows where people live and where they work. This will help choose venues and locations for meetings and events

• ‘Survey Gizmo’ - this is an online questionnaire that is emailed to members to seek their opinions/feedback and is sent out after each Branch event. We can also send out a bespoke Branch survey annually. This can be tailored to suit the questions that you would like to ask

• CIPS Upd@te - this communication is intended to be topical and relevant to the individual member. It is a monthly communication sent out at the beginning of each month and aims to bring together snippets of news and information to the individual’s desktop wherever they are in the world.

2.22 Branch Committee Resource Webpage An area has been set up on the CIPS website to enable Committee Members to access tools, templates and any other information that is needed to fulfil the Branch role. To gain access to the webpage go to: www.cips.org > Home>Community>Groups>Branch Committee members

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2.23 Branch Email Address To gain access to the branch email, go to: www.cips.org > cips.org>home>community>groups>branch committee members and go to the Tools/News tab

2.24 Governance The Charter and Bye-laws

As a professional body incorporated under Royal Charter and a charity registered in the UK, the Institute must operate in accordance with its Charter and Bye-laws and within the provisions of the Charities Act 2006. Together these provide the legal and regulatory framework for CIPS governance and will always take precedence over these Regulations in the event of a conflict of terms. CIPS Charter Objectives:

• to promote and develop for the public benefit the art and science of purchasing and supply and likewise to encourage the promotion and development of improved methods of purchasing and supply in all organisations

• to promote and maintain for the benefit of the public high standards of professional skill, ability and integrity among persons engaged in purchasing and supply

• to educate persons engaged in the practice of purchasing and supply and by means of examination and other methods of assessment to test the skill and knowledge of persons desiring to enter the Institute.

Principles

The following five Principles for the modernisation of CIPS’ governance were agreed by *Council in June 2011. 1. CIPS is a global professional body which values the diversity of its membership and its status as a

Chartered Institute and UK charity: • inside the charity, CIPS runs a global network of commercial activities in pursuit of its Charter

objectives and to fund member benefits and initiatives for the public good. 2. CIPS must be able to make timely and effective decisions:

• decision rights to be defined at all levels with clear accountability and communications • there will be effective control of subsidiaries and JVs through the CEO and staff.

*Council preceded Congress as CIPS Governing body. 3. There will be a global advisory body, or Congress, that will represent all the membership and be the

conscience of CIPS: • will be constituted such that it is not dominated by a single interest group • will engage the membership to guide and influence the trustees • will be chaired by the Chairman of Congress and elect a proportion of the trustees.

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4. There will be a smaller executive body of trustees:

• trustees will be MCIPS or FCIPS, or non-members selected for their particular expertise • the trustee board will be chaired by the Chairman of the Institute • the performance of each trustee will be evaluated and managed by the trustees as a group • the CEO will be an ex officio trustee, responsible for the management of CIPS and all

subsidiary entities and will be line-managed by the Chairman of the trustee board. 5. There will be an independent Nominations Committee responsible for the election and appointment

of trustees, against published criteria: • chaired by a member who has previously served as President or Chairman of the Board of

Trustees or Chairman of Congress, with senior MCIPS/FCIPS members and an independent advisor

• will champion the democratic election of trustees from the global Congress • will consider nominations from individuals to be appointed as trustees • will appoint the Chairman of the Board of Trustees and the President as two independent and

non-sequential roles.

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Structure

The diagram at Fig.1 below illustrates the relationship between the governance structure, the global membership and the wider CIPS audiences. The following sections describe each of the component parts, their role, membership composition, election or appointment processes, and operation. Congress

The Congress is the Institute’s representative and advisory body, elected from the global membership. Role:

i. representation of the interests of the global membership ii. the ‘conscience’ of the Institute iii. gathers issues and expectations from the entire membership iv. influences and guides the Board of Trustees v. holds the Board of Trustees accountable against our Charter and charitable objectives, values

and ethos vi. a communication channel between the membership and the Trustees vii. engages with the worldwide membership to understand professional trends and needs viii. communicates these to the Board of Trustees, especially through the Chairman of Congress ix. communicates and champions CIPS’ plans and achievements to the membership x. forms sub-groups for special purposes and projects under the guidance of the Board of Trustees xi. the constitutional mechanism for electing 50% of the members of the Board of Trustees.

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Composition:

i. there will be a maximum number of 62 seats elected by the membership plus one ex officio seat (the Chairman of Congress, elected by Congress from among the eligible members of the Board of Trustees based on the criteria given in Appendix 6b

ii. each allocation will be based on the total number of members worldwide qualified to Level 5 and above (the ‘Qualified membership’)

iii. the Qualified membership will be divided into 6 geographical regions for representation purposes: UK, Africa, Asia, Australasia, Europe/Middle East/North Africa, Americas

iv. in each region there will be one seat per 2% of the total Qualified membership, or part thereof (thus 3% = 2 seats); using this approach, when Congress reaches its full size in 2014 there will be 53 seats in total allocated to the Qualified membership. Only MCIPS and FCIPS members are eligible to stand and vote for these seats

v. there will be 6 additional seats, one per geographical region, which will be allocated to students. Operation:

i. Congress will meet a minimum of once and typically twice each financial year ii. the main meeting of the year will be in FYQ2, ideally in March, in order to feed into the annual

strategy planning cycle. Board of Trustees

The Board of Trustees is the principal governing body of CIPS and is legally liable for the Institute as a registered charity. Role:

i. legally responsible for ensuring CIPS acts in fulfilment of our Royal Charter and charity obligations ii. responsible for the governance and management of CIPS, including strategy setting and decision

making for the Institute iii. responsible for prudent financial management and setting of annual budgets and levels of

financial reserves iv. develops a strategy for CIPS including an annual review and consultation with Congress; reports to

Congress on progress v. responsible for implementation of the strategic plan and performance measurement vi. responsible for regular risk assessments and management of identified risks for CIPS and all

its activities vii. sets these Regulations for the operation of CIPS and mechanisms to ensure compliance viii. has oversight (but not management) of the Nominations Committee, Remuneration Committee and

Disciplinary Committee. Composition:

i. the Board of Trustees will normally be 13 in number and will be MCIPS or FCIPS members unless allowed otherwise below:

a) 6 members elected from Congress b) 6 other members, including up to two non-CIPS members selected for their particular expertise c) CEO (MCIPS/FCIPS not mandatory).

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Operation

the Board of Trustees will meet a minimum of three and typically four times a year, with Trustees expected to attend in person. Officers

There are three Officers, the Chairman of the Board of Trustees, the President of the Institute and the Chairman of Congress. Only one of these posts can be held by the same member at any one time, and the CEO is not eligible to hold any of them. Chairman of the Board of Trustees:

I. is the head trustee of CIPS the charity II. leads the Trustee body in its role of meeting Charter and its charitable objectives III. signs off the Trustees’ Annual Report and Accounts IV. chairs General Meetings V. chairs meetings of the Board of Trustees VI. ensures the Board functions effectively and carries out its role and responsibilities VII. manages any conflict of interest among the Trustees VIII. ensures that the performance of the Trustees is regularly assesses IX. serves for a two year term.

President:

i. is the external face of CIPS, representing the Institute to the outside world as its figurehead and role model

ii. is a member of the Board of Trustees, with equal trustee liability iii. hosts major events such as the Annual Conference, Annual Dinner, Graduation Ceremony and attends

other prestigious events iv. public speaker and media spokesperson, to supplement the CEO v. is selected by the Nominations Committee from amongst the trustees vi. serves for a one year term. Chairman of Congress:

i. represents Congress on the Board of Trustees and provides a structural link between governance and representation

ii. is a member of the Board of Trustees, with equal trustee liability iii. serves a one year term; he or she may immediately stand again for re-election for a second one

year term iv. organises the setting up of sub-groups for specific purposes (such as special interest or

regional groups) v. deputises for the Chairman of the Board of Trustees when he or she is unavailable.