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E-MEMBERSHIP
6700 MEMBERS
E-VOTING
MORE COUNCILORS VOTE
BETTER USE OF F2F
MEETINGS
JOINT EFFORTS WITH
OTHER ORGANIZATIONS
SPI
MAPP
JEC
GCPA
NEW SIG
3D ADDITIVE MANUFACTURING/3D PRINTING
RENEWED DIVISIONS
SUSTAINABILITY
NEW TASK FORCES
GTF
AWARDS
SENIOR ADVISORY BOARD
YOUNG PROFESSIONAL & STUDENTS
NGAB
SPI SPONSORSHIP
3-YEAR PLAN
UNIFIED, STRATEGIC, INCLUDES CHAPTER INPUT
GOVERNANCE
GTF
ELECTRONIC ELECTIONSVIJAY BOOLANI
WIM DE VOS
RESULTS
PRESIDENT: DR RAED ALZUBI
SENIOR VICE PRESIDENT: THIERRY D’ALLARD
VICE PRESIDENT: ROCHELLE LEMIEUX
PARTICIPATION
PRESIDENT: 72 VOTED
SENIOR VICE PRESIDENT: 65 VOTED
VICE PRESIDENT: 75 VOTED
BALLOT COUNTING
WAS DONE BY 3 DIFFERENT NEUTRAL SPE
MEMBERS
BALLOT COUNTERS WERE ALLOWED ACCESS TO
THE SYSTEM TO VERIFY AND CONFIRM THE
RESULTS
EVALUATION - POSITIVE
CANDIDATE STATEMENTS AND VIDEO AVAILABLE ON-LINE FOR ALL CHAPTER BOARDS,
NOT ONLY COUNCILLORS
CHAPTER/COUNCILLOR IS VOTING, NOT THE PROXY
SIMPLE AND EASY SYSTEM
HIGHER PARTICIPATION +20% DUE TO 24-HOUR ‘OPEN’ VOTE
NO VALUABLE TIME LOST AT FACE-TO-FACE MEETING
THIS PROVES THAT IT IS POSSIBLE TO CONDUCT ELECTION WITH ALL MEMBERSHIP
24HOURS TIME TO VOTE
EVALUATION - NEGATIVE
PERSONAL ‘TOUCH’ GETS LOST
ABSTAINING FEATURE WAS NOT PROVIDED
24 HOURS IS SHORT
THANK YOU
ANY QUESTIONS?
28
Agenda
2015 Jaime
Recap
Audit report results
2016 YTD April Jaime
Figures
Variances
Cash
Changing Business Model Wim
Membership
Rebates
29
Recap 2015
We have received the DRAFT AUDIT report from our new
auditor 2 days ago.
It confirms the P&L figures we presented to you during the
February electronic Council meeting (see next slide) and there
are no material differences.
The details of the report still have to be discussed at the FC
Once the FC has approved the final AUDIT report it will be
posted on LL on The Chain for your information.
30
Final Results 2015
2015 2015
managerial audit
Total Revenues 3,33 M$ 3,32 M$
Total Expenses 3,38 M$ 3,37 M$
Operational RESULT - 50 K$ - 52 K$
31
YTD April 2016
Financials
32
YTD April 2016 – variancesYTD 2016 YTD BUDGET 2016 YTD 2015
REVENUES
Membership $366.336 $413.332 $399.490
Advertisement $26.555 $120.800 $105.112
Events $675.900 $1.001.617 $628.576
Publications $206.145 $207.067 $198.916
Others $15.522 $18.000 $15.764 Total Revenues $1.290.458 $1.760.816 $1.347.858
EXPENSES
Membership $22.253 $73.333 $29.282
Events $146.197 $350.833 $308.191
Publications $57.296 $58.667 $38.533
Governance $40.934 $65.000 $118.014
Others $201.299 $264.667 $276.885
Operational Exp. $575.676 $679.300 $622.706 Total Expenses $1.043.655 $1.491.800 $1.393.611
RESULTS
Operational result $246.803 $269.016 ($45.753)
Financial result $5.595 ($4.000) $23.745 Total Result $252.398 $265.016 ($22.008)
33
YTD April 2016 – variances
Revenues – are behind budget and LY
Membership $$ reducing
Advertisement/sponsorship: Multiview + New Sales
Events: ANTEC registration low
Expenses – are very under control
Events expenses will catch up
34
Cash
Our cash situation is comfortable at this moment, this is
however typical for our seasonality towards and after
ANTEC. At the end of April we had $ 393K
In the fall our cash will become tighter again.
The end of the year cash situation will depend on the
timing of Topcon royalties coming in.
35
Rebates issue 1 - 2015
The Rebates paid out to SECTIONS in 2015 (based on
2014 membership nrs) were based on an overstated
membership number.
Calculation itself was checked but not the data-pull
Data pull query was wrong human error @ staff
We cannot simulate the error
We decided NOT to retroactively correct this
Fundamental change to rebates proposed
36
Rebates issue 2 - 2016
The Rebates paid out to Sections and Divisions in Q1
2016 (based on 2015 membership nrs) were CORRECT.
Our new IT Manager uncovered a historical (2011)
database element in which lapsed chapter members still
are accounted for in our membership queries, as they
account for membership expiration date and not chapter
expiration date.
Your membership lists have the same issue
37
Rebates issue 2 - 2016
This was not foreseen by our AMS vendor from the
beginning of the launch of the system in 2011
This has now been filtered for the 2016 rebates
38
Rebates issue 1 and 2
We will not correct historical issues in $$$
The new membership nrs used to calculate rebates are
the correct(ed) ones
Most DIVISIONS will see a slightly lower rebate (and
soon membership nr) due to issue 2.
Most SECTIONS will see a considerable lower rebate
due to issue 1 and 2
We remember that in 2016 for budgetary reasons, we
will pay out only 50% of rebates.
39
FUTURE Rebates (1)
DELETE Rebates and REPLACE by a Pass-through
How it will work:
Members today pay $ 10 for a chapter
The 10 $ will be passed on to the chapter
Treasurer/EC/CEO cannot modify that
It corrects a historical unfair situation in which Divisions only
got 5 $ for a member and Sections 15 $
In the last 5 years due to budgetary reasons we maximum
paid 3,75 $ for division members and 11,25 $ for Sections
Modification of the Policy 002 needed
40
PAST Business Model
35,000 members 3,500,000 $
4000 people @ ANTEC 2,000,000 $
Based largely on MEMBERSHIP DUES and a mega-
conference.
41
NOW
12,000 members 1,200,000 $
1350 people @ ANTEC 700,000 $
DIFFERENCE 3,600,000 $
The NEW business model has to be based largely on
NON-DUES revenues.
42
Membership, Rebates and Events
If membership dues continue to decline, rebates will
continue to decline. Chapters with NO OTHER income
sources will have difficulties to survive financially.
It will be increasingly important for chapters to generate
non dues revenues via EVENTS, newsletter ads,
website ads, other publication ads, seminars, webinars,
mini trade shows, etc…
43
New Membership reports
New Membership reports will:
Be sent to you automatically monthly
Have the data on new joined members
Including email-phone
Have the data on expired members
Including email-phone
44
Membership acquisition by HQ
Plastics News Ads
Included in ANTEC registration
Email blasts to databases
PE-magazine to NPE list
Special offers at partner conferences
Ads in different magazines / program brochures
Renewal mailing and emailing
Etc…
GTF Model for Governance Reform
Indy Council Meeting
May 21, 2016
The Team
Paul Browitt
Cor Janssen
Sandra McClelland
Bruce Mulholland
Sergio Sanchez
Scott Steele
Scott Owens
Dick Cameron
Basic Premise
A small group of functionally qualified and accountable individuals,
would provide the necessary direction and oversight of Society governance matters,
enabling Chapters to focus on projects consistent with the Society objectives,
for example, member value, education, etc.
Council retains ultimate authority to overturn governance actions
Pittsburgh Council Meeting
Action Items
• Discussion During CCOW (complete)
• Gather Insight & Feedback (complete)
• Refine Model (complete)
• Explain Key Aspects (ongoing)
• Explain Differences (ongoing)
• Compare Model to Others (complete)
Key Aspects
•Overall Structure Remains the Sameo Main Office o Chapterso Councilo Committeeso Taskforces
Organizational
Structure
Contrast with Current
• Roleso GB responsible for practical aspects
of Governance (GB replaces EC)o Council focuses on Best Practices &
Shared Interests
• Committees & Taskforces o formed according to
3 year Plan
Organizational Structure
GB
Composition
& Structure
Key Aspects
• Cross Functional - Global Roles
• Assigned Roles with Job Descriptions
• Chief Staff Executive reports to GB
• Size 10 + Chief Staff Executive
• Performance Monitoring
Contrast with Current
• Diverse Group with KPIs
• Integrated with SPE Structure
• Improved Alignment with Staff
GB Composition &
Structure
GB Composition
• President
• President – Elect
• Past President
• VP Sections
• VP Divisions
• VP Young Professional
• VP Business & Finance*
• VP Events
• VP Marketing & Communication
• VP Technology & Education
• Chief Staff Executive
* Treasurer
GB
Connections
Key Aspects
• Connections with GB to Primary Committees
• Bi-directional Communication
Contrast with Current
• Enhanced Representation
• Formalized Connections
• Improved Awareness & Understanding
Connections
GB Connections to Committees
* Treasurer
Student Activity @ ANTEC
Industry - Academia
Collaboration
Divisions
Bylaws & Policy
SPE Staff
Sections
Finance
Chief Staff Executive
President-Elect
Honored Service
SPE Foundation
CouncilCouncil Committee of
the Whole (CCOW)
SPE Europe
ANTEC Technical Program
President
Annual Awards
VP – Sections
VP – Divisions
VP – Business & Finance*
VP – Young Professional
Past-President
VP – Events
VP – Marketing & Communication
VP – Technology & Education
Nominating
New Technology
Events
Marketing & Communications
Young Professional (NGAB)
Performance & Compensation
Fellows Election
Governance &
Planning
Key Aspects
• 3 year Integrated Operating Plan
o Leadershipo Staffo Chapters
• Council Retains Ultimate Control
Contrast with Current
• Longer Range Planning
• Final Operating Plan reflects Collective Interests of the Society as a Whole
• More Responsive Action
Governance & Planning
Governance &
Oversight
Key Aspects
• Financial
o VP Business & Financeo Finance Committee o Unplanned aspects endorsed by
Finance Committeeo Linked to 3 year Operating Plan
o Improved Oversight Skill Set
Contrast with Current
• Improved Planning
• Expanded Awareness & Ownership for Key Initiatives
Governance & Oversight
GB
Elections
& Term
Key Aspects
• GB Elected by Council or Membership at large
• Roles & Qualifications Defined by Job Descriptions
• 2 year Terms (except Presidents)
• Lifetime Term Limits
Contrast with Current
• Elections not Appointments
• Defined Roles
• Increased ability to Retain Individuals
GB Elections & Term
GB Elections
• President Progression
• President – Elect Council
• Past President Progression
• VP Sections Council
• VP Divisions Council
• VP Young Professional Membership
• VP Finance & Business Council
• VP Events Council
• VP Mktg & Comm Council
• VP Tech & Education Membership
• Chief Staff Executive
GB
Leadership
Development
Key Aspects
• Early Identification
• Roles Defined by Job Descriptions
• Connections Improve Ability to develop Future Leadership
• Expanded Pathways via Taskforces
• Creation of a Leadership pipeline
Contrast with Current
• Structured Platform that Improves the Ability to Identify and Develop Future Leaders
Leadership Development
Responsibility & Control
• Council Retains Control of a Simplified Set of Bylaws
• GB Takes Control of Policies
• Council Retain Authority to Overturn GB Actions
Responsibility & Control
Council
GB
Bylaws Policies
Article Policy
Moves to Policy
Stays Same
Edits for GB
19
12
1
2
3
4
5
6
6
5
4
3
20
Bylaws Policies
13
14
15
16
17
18
7
8
9
10
11
2
1
12
11
10
9
8
7
13
24
23
22
21
20
19
18
17
16
15
14
25
36
35
34
33
32
31
30
29
28
27
26
GTF Model Impact on Bylaws
• Incorporate GTF Concepts
• Simplify to support clear Separation of Duties
• Proposed Changes in Progress(will be presented >30 days prior to Quebec City Council Meeting)
GTF Model Implementation Timeline
Start End
Share Role Definitions wLeadership GTF 04/05/16
Share Refined GTF Model wLeadership GTF 04/25/16
Share 3YOP wLeadership Scott/Wim 05/05/16
Present Refined Model to Council Scott 05/21/16
Discuss Refined Model wCCOW GTF 05/22/16
Endorsement to Continue Implementation Council 05/22/16
Joint Effort to Develop Proposed Bylaw & Policy Changes GTF-B&P 05/23/16 07/15/16
Develop a Proposed Transition Plan GTF 05/23/16 07/15/16
Share Proposed Transition Plan wLeadership GTF 07/16/16
Share Proposed Bylaw & Policy Changes wLeadership B&P 07/16/16
Present Proposed Transition Plan to Council for Approval GTF 08/20/16
Present Bylaw & Policy Changes to Council for Approval B&P 08/20/16
Refine Nomination Process GTF-NC 05/23/16 09/30/16
SPE GB Elections Council & 03/01/17 03/31/17
Members
Full Implementation All 05/10/17
Recap
• GB Comprised of 11 Individuals
• Job Descriptions Define Roles, Qualifications, and Expectations
• Committee Connections w GB Expand Reach & Awareness of Society Resources & Needs
• Council Retains Ultimate Control but Formally Delegates Most Governance Activity to the GB
• Fully Integrated Strategic Planning Process Sets Expectations for Future Activity