As Accelerator Chair, your mission is to continue to build and strengthen the Accelerator program providing a steady stream of graduating members.

To accomplish this, you will work to ensure that every participant integrated into the program has a scalable business that is dedicated to growth and create a valuable learning experience for the participants in order to foster business growth and to create initial relationships with a number of EO members.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position of Accelerator Chair.

Goals

• Overseeing an Accelerator board including Learning, Accountability Group, Membership and Engagement Chairs

• To develop and run a successful Accelerator & KEP Program through introduction and retention of Participants with the support of the Membership and Integration Chairs

• To deliver a strong Accelerator Learning program including the quarterly learning days to Participants with the support of the Learning Chair

• Overseeing Accelerator & KEP accountability groups with the support of the Accountability Group Chair

• Facilitating integration of Accelerators and EO Members by way of cross event invitations

• To track, monitor and support Accelerators’ growth and encourage the path of graduation to EO Brisbane

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas may be generated during your time at the GLC based on the experiences of other Chapters around the world. You may discuss some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Accelerator Activities

• Set board priorities, success metrics, strategy and action items with board by way of Strategy Summit

• Meet with Accelerator Board once a month for progress updates, work through any challenges and resolve with clear action items

• Hold board accountable to their chair commitments and contribution to the Accelerator Board strategy

The Engagement Chair is responsible for on-boarding new Members, providing a seamless transition into the EO community, invigorating tenured members, facilitating member connections and generally ensuring member satisfaction.

Together, we have identified the following goals, rewards, expectations, responsibilities and commitments, required of you in your position as Integration Chair.

Engagement Chair Goals:

• Meet the retention goal in line Board retention goal set at Strategy Summit

• Provide a smooth interaction for new Members into the EO Community

• Maintain tenured members through by personal care creating / offering incentives targeted to Tenured Members

• Understand every EO Member’s journey and steer them on a targeted journey

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Engagement Activities:

• Attend and welcome new Members at the New Member Welcome Dinner (after Forum Training, every 2-3 months subject to in-take numbers)

• Develop and implement retention strategy taking into consideration Tenured Members and Member’s families

• Connect Members where possible

• Maintain awareness of member satisfaction and renewal intentions and report to Board

• Liaise with Trifecta (Membership/Engagement/Forum) to be aware of potential new members and Forum placement timing

• Stay up to date on Chapter, Area, Regional and Global initiatives

• Touch base with New Members via call or at events to check in and offer support where needed

• Maintain interaction notes on Members in CRM, Pipedrive

The aim of the Board in general is to deliver optimal value to all of our members for the year.

In order to deliver this aim, the Board expects to utilise membership funds, sponsorship contributions and any other revenues generated to create outstanding learning events, networking opportunities and other value enhancing initiatives. The Chapter does not expect to make any specific surplus or deficit – but will endeavour to ensure that all Members get full value for their membership for the year ahead.

The Finance Chair is responsible for monitoring, reporting, and managing all of the other Chairs in controlling, the financial aspects of running the Chapter.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position as Finance Chair.

Finance Chair Goals

• Provide a clear budget and expectation for each Chair before they start their term

• Maintain a healthy reserve for the Chapter

• Monitor budget vs actual and work with the Board to make adjustments where necessary to keep the overall budget on track

• Ensure all compliance and fiduciary responsibilities are being adhered to (ASIC, ATO, OFT, EO Global etc)

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Finance Chair Activities

• Liaise with fellow board members to understand their financial needs for the year

• Create a conservative budget for the Chapter and each Chair for the year based on the strategic plan for the Chapter

• Hold the other board members accountable to their budgets

• Keep accurate and detailed financial records including accounts receivable and accounts payable

• Stay up to date on Chapter, Area, Regional and Global initiatives

• Regularly reporting including but not limited to Budget v Actual, P & L, Balance Sheet, Statement of Cashflows, Cash in Bank and Reserves

Forum is consistently considered the number one benefit of EO. The Forum Chair is responsible for the training and placement of new members into forums and fostering optimum forum health across the Chapter.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position as Forum Chair.

Forum Chair Goals:

• Ensure members are trained and placed in a Forum within 90 days of joining EO

• Ensure that Moderators and elects are Forum trained

• Ensure all Forums are following Forum health best practice

• Provide Forum options to Members looking for an alternative Forum experience

• Successfully launch new Forums when in-takes of members succeeds the current capacity of Forums

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

EO Forum Chair Activities

• Stay up to date on Chapter, Area, Regional and Global initiatives

• Conduct Moderator Breakfasts at least every 3 months – to ensure that the Moderators are informed of Chapter events as well as local, area, regional and global initiatives, with the expectation that this information will be passed on to the Forum Members

• Inform Moderators of Chapter events as well as local, area, regional and global initiatives, with the expectation that this information will be passed on to the Forum members in between Moderator Breakfasts by way of email and WhatsApp

• Stay informed of forum issues through regular communication with Moderators and offer support or guidance to Forums to deal with issues as needed

• Liaise with fellow board members regularly to ensure that you are aware of what is going on within the Forum Health

• Work with Trifecta (Membership/Engagement/Forum) to be aware of new member intakes for timely Forum placement

• Select potential Forums for new Member placement and work with Moderator to integrate new Member into Forum

• Manage Forums implosion and Members forum changes

• Seed new Forums when current Forum in-take is at capacity

The Learning Chair is responsible for scheduling, planning and coordinating a variety of learning, social and once-in-a-lifetime events that are captivating and informative for the Chapter membership. These events are the largest expense of the Chapter and are therefore a major part of the value derived out of membership – it is therefore a key responsibility to deliver exceptional experiences out of these events.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position as Learning Chair.

Learning Chair Goals:

• Design a diverse learning calendar and promote to Members well in advance

• Deliver a learning calendar which rates overall in line with the Board’s goals set at the Strategy Summit

• Deliver once-in-a-lifetime (OIL) events and experiences that you can’t get anywhere else

• Attract Member and Forum attendance in line with the Board’s goals set at the Strategy Summit

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Learning Activities:

• Plan diverse calendar in line with Board’s goals / theme with events at least once a month

• Reach out to desired or potential speakers and negotiate date, time and price

• Provide detailed brief to events team including speaker contact, day/time, guest availability and invitation copy. Please note once this handover is done, the learning chair does not need to do anything else as we have a proven checklist to make sure all event logistics and promotion is covered.

• Share speaker success stories with other Chapters and seek out speaker success stories from other Chapters

• Liaise with fellow board members for ideas on events, locations, invitations, speakers, topics or issues that will add value to our Members

• Recruit a Committee for the Chapter Advance and deliver a Chapter Retreat (held every two years, next one is 2023)

• Cross promote events with other Chapters

• Participate in speaker tours organised by South Pacific where speaker is suitable and feasible for the Chapter

Role Description:

Role Overview: The Marketing Communications (MarComms) Chair is a pivotal leadership position within the organisation, responsible for developing and executing an internal communications strategy that drives high participation in membership products, events, and initiatives. This role plays a crucial part in enhancing member satisfaction and retention by fostering active engagement and ensuring members are well-informed about the organisation's offerings.

Key Responsibilities:

Strategy Development: Develop a comprehensive internal communications strategy aligned with the organisation's goals and objectives. This strategy should emphasize member engagement and the promotion of membership products, events, and initiatives.

Content Creation: With the support of the administration team, generate high-quality, engaging content for various communication channels, including newsletters, emails, social media, and internal platforms. Content should highlight the value of membership and encourage participation.

Channel Management: Oversee and manage the distribution of communications across relevant channels, ensuring that messages reach the target audience effectively. This includes website updates, email campaigns, and social media management.

Member Segmentation: Utilise data and analytics to segment the membership base and tailor communications to specific member groups, ensuring messages are relevant and appealing to their interests and needs.

Campaign Planning: Plan and execute marketing campaigns to promote membership products, events, and initiatives. Collaborate with cross-functional teams to ensure the successful implementation of these campaigns.

Feedback and Evaluation: Collect feedback from members / data available and analyse communication effectiveness. Use insights to refine communication strategies and improve engagement rates.

Collaboration: Collaborate with other board members, and staff to align communication efforts with broader organizational strategies and initiatives.

Budget Management: Manage the MarComms budget effectively, allocating resources to different communication channels and campaigns as needed to achieve strategic objectives.

Measurement and Reporting: Establish key performance indicators (KPIs) to assess the impact of communication efforts. Regularly report on the progress toward achieving engagement and retention goals.

Qualifications and Skills:

Proven experience in marketing communications, internal communications, or related roles.

Strong written and verbal communication skills.

Proficiency in using communication tools and platforms.

Data-driven mindset with the ability to analyze and interpret metrics.

Creativity and a knack for crafting compelling messages.

Strong organizational and project management skills.

Leadership and team collaboration abilities.

Key Performance Indicators (KPIs):

Member engagement rates (e.g., event attendance, product adoption).

Membership retention rates.

Click-through rates and open rates for email campaigns.

Social media engagement metrics (likes, shares, comments).

Feedback and satisfaction surveys.

The MarComms Chair is a pivotal role in the organization, driving member engagement and satisfaction through effective communication strategies. By fostering a culture of active participation and ensuring members are well-informed about membership benefits, events, and initiatives, this role contributes significantly to the organization's growth and success.

Help the membership chair get leads by way of external brad awareness activities and lead generation tactics (External Marketing & Communications) \

With the support of the Chapter Operations Manager to set up and co-ordinate, the External Marketing and Communications Chair is responsible for building brand awareness for the Chapter and generating leads for the Membership Chair. The External Communications Chair will continue and build on the Chapter’s systemised brand awareness and lead generation strategy, looking for new opportunities to generate more brand awareness and leads for the Chapter.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position of Communications Chair.

Goals

• Generate leads for the Chapter in line with the three year plan membership growth goals.

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Communication Activities:

• Liaise with media outlets on “PRable” Member or Chapter stories

• Oversee social media content and schedule

• Develop content (blogs, Member story videos / testimonials, imagery etc)

• Ensure the external communications stay consistent and on-brand as per the Global Brand Guidelines

• Continue / develop external lead generation system and nurturing process

The Membership Chair is responsible for recruiting high-quality individuals into the Chapter based on the Global qualification criteria and an understanding of the Chapter’s requirements for applicants to demonstrate the highly critical values of trust and respect. The Membership Chair may also take into consideration any other Board requirements from time to time with the aim of maintaining a broad member satisfaction.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position as Membership Chair, and by signing this document you accept the obligations, which are expected of you in fulfilling these positions during your tenure as Membership Chair:

Membership Chair Goals:

• Achieve new Member goal in line with the Board’s goals set at Strategy Summit

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Membership Activities

• Create and implement a business development plan to identify, educate and close potential applicants ensuring that applicants demonstrate the entry criteria of EO and the Chapter (consider diversity inc. females, business types and age groups). This may include reaching out to Members for referrals, contacting business award winners, looking for entrepreneurs through Member’s LinkedIN network etc.

• Communicate potential new Member applicants to Trifecta (Membership/Integration/Forum) so that they are aware and ready for new member welcome integration and Forum placement

• Update CRM (Pipedrive) with new member prospects, notes and sales cycle process

• Present at Membership Introduction Day to group of potential new Members

• Respond to incoming leads as they come in and keep in regular contact through sales process

Mentorship is a program that creates impact on the deepest level. It engages members in synergistic, one-on-one relationships that accelerate personal development by focusing on goals, accountability and results. It’s a platform for gaining new perspective, sharing feedback and learning from another’s experience in an intimate setting. Whether serving as a mentee or a mentor, members rank mentorship as one of the most valuable experiences in EO.

Goals of a Mentorship Chair:

• Recruit Mentors and Mentees for the annual Mentorship Program intake and pair them up

• Maintain Mentorship pair health

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time on the Mentorship Committee or on the experiences you may have discussed with members of other Chapters in Australia, New Zealand or around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Mentorship Chair Activities:

• Recruit and select strong mentorship participants via relationships with your entrepreneurship community (Accelerator, GSEA, WPO/YPO, university programs, SCORE, etc)

• Match mentees and mentors into complementary pairs

• Prepare everyone for a strong relationship through a training session

• Follow-up to ensure things are going well; provide support if needed

• Celebrate the end of the mentorship with outgoing and incoming Mentorship Program Participants party

• Establish strong relationships with your entrepreneurship community (Accelerator, GSEA, WPO/YPO, university programs, SCORE, etc) for potential Mentors and Mentees

The MyEO Chair is a Member leader who drives the development of MyEO programming (Events, Forums and Groups) at the chapter level, communicating regularly with the MyEO Expert in their region. The MyEO Chair’s mission is to increase member engagement through the MyEO platform. As your chapter’s expert resource, you help engage and retain members by encouraging their participation in MyEO Events, Forums or Groups. Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position as MyEO Chair.

Goals:

• Recruit MyEO Champions to create and maintain MyEO Events, Forums and Groups

• Provide awareness of MyEO Events, Forums and Groups within your chapter

• Educate your chapter about MyEO tools available for launching activities

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters in Australia, New Zealand or around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Activities:

• Communicate and encourage Members to become a MyEO Champion in line with the Board’s goals set at Strategy Summit

• Communicate and encourage your chapter members in participating in MyEO activities

The President’s role is set the theme, overall goals (in-line with three year plan) and lead the board to ensure member’s have the best membership experience.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position as President.

President Goals:

• Reach the Chapter’s annual KPI’s in-line with the three year plan

To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

President Activities

• Select the theme for the year

• Select the strategy and KPI’s for the year (in-line with three year plan)

• Work with the incoming board to create their own KPI’s and strategy to achieve the annual Chapter KPI’s

• Understand and help board members achieve their own personal board goals

• Design an exclusive leadership program for board members such as the Chapter Leadership Program (CLP)

• Work with the Chapter Manager to ensure all governance is being followed

President Elect
Serves as a back and support to the President

Governance

GENERAL RESPONSIBILITIES

Oversees the Chapter Conduct Committee (CCC)

Ensures the CCC is fully staffed, and all members are trained

Receives and triages governance complaints to determine if the CCC should commence an investigation, the chapter should handle in another manner, or the complaint should be escalated to the Regional Governance Director

Assigns conduct issues to the CCC to investigate and liaises between the CCC and the Chapter Board as necessary

Reports all CCC investigations to EO global via intake and closeout forms

Serves as a Resource for Local Policies

Responsible for maintaining Chapter Bylaws and reviews Chapter Bylaws annually to confirm "must-have" provisions from Global Policies and Procedures and Bylaws are included

Oversees amendments to the bylaws, preferably by the chapter’s legal counsel, and ensures any amendments are ratified at the following Chapter Board meeting

Educate new members about governance policies such as non-solicitation, confidentiality, sexual harassment, and code of conduct and where to find them

Respond to member inquiries about potential governance issues or conduct not conducive to an investigation

Serves as a Resource for Global Policies

Intimately knowledgeable of EO Global Bylaws and Global Policies and Procedures and functions as a Chapter resource with respect to member questions or Chapter activities that may conflict with the same

Direct liaison between Chapter leadership and regional Governance Director regarding chapter governance issues

Attend governance chair calls and trainings organized by EO

QUALIFICATIONS

Sits on the Chapter Board of Directors

Preferably an ex-Chapter President

Preferably a tenured member

Preferably have the same qualifications as required to be Chapter President

Legal background not required

RECOMMENDED CHARACTERISTICS

Steady demeanor

Highly empathetic

Maintains neutrality and can logically analyze situations without bias

Embodies EO’s core values

The Regional Growth Chair is responsible for recruiting high-quality entrepreneurs in regional areas (i.e. Gold Coast, Sunshine Coast and Toowoomba) as well working with relevant board members to ensure these areas are supported with access to local events, activities and forums as they continue to grow.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position as Regional Growth Chair, and by signing the board nomination form you accept the obligations, which are expected of you in fulfilling these positions during your tenure as Regional Growth Chair:

Regional Growth Chair Goals:

• Achieve new Member goals in regional areas in line with the Board’s goals set at Strategy Summit

• Work with learning, forum, engagement chairs to ensure regional member’s needs are being met

• To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Regional Growth Activities

• Work with the MarComms chair to create and implement a regional business development plan and strategic marketing campaigns to identify, educate and close potential applicants, ensuring that applicants demonstrate the entry criteria of EO and the Chapter (consider diversity inc. females, business types and age groups) in regional areas. This may include reaching out to Members for referrals, contacting business award winners, LinkedIn, digital advertising and hosting events

• Communicate potential new Member applicants to Trifecta (Membership/Integration/Forum) so that they are aware and ready for new member welcome integration and Forum placement

• Update CRM (Pipedrive) with new member prospects, notes and sales cycle process

• Present at Membership Introduction Day to a group of potential new Members

• Respond to incoming leads as they come in and keep in regular contact through the sales process

• Liaise with board members such as events, forum and engagement to identify when and how frequently regional areas should have their own events, forums etc.

• Strategise with the engagement chair on increasing regional members’ attendance at city events and activities.

• Work closely with the membership chair to streamline marketing and sales efforts to make sure there is no doubling up and that resources are being utilised well

As Strategic Alliance Chair, your mission is to build a sustainable folio of corporate partners that support the Members of our Chapter via extended benefits and financial contribution.

To accomplish this, you will ensure we are regularly prospecting with new and exciting Chapter Sponsors and where possible, integrating them into the Chapter ensuring mutual benefit and growth to the relationship.

Together, we have identified the following goals, responsibilities, benefits and expectations of you in your position as Strategic Alliance Chair.:

Strategic Alliance Chair Goals:

• To recruit new cash and in-kind Strategic Alliance Partners in line with the Board’s goals

• To maintain current Strategic Alliance Partners by ensuring both Partner and Member are receiving benefit from the relationship

• To achieve these goals or other objectives for the Chapter, you may have a number of ideas and initiatives that you wish to pursue. Many of these ideas would have been generated during your time at the GLC based on the experiences of other Chapters in Australia, New Zealand or around the world. You may also have discussed some ideas with your predecessor during succession meetings. You should raise these ideas for consideration with the Board at the Strategy Summit.

Strategic Alliance Activities:

• Identify, educate and close potential Strategic Alliance Partners (SA’s) ensuring that SA’s demonstrate the ability to provide value to Member’s and that we our Members could potentially provide a return on investment

• Maintain ongoing communication with interested potential SA’s

• Negotiate contract rates and inclusions

• SA contract activation - work with Board Members and Staff to activate sponsor benefits

• Host an bi-annual Strategic Alliance Lunch to touch with SA’s and relationship health

• Ensure SA’s are attending EO events and facilitate introductions