Transcript BOI Agenda, Part I:

BOI Agenda, Part I:
• Welcome and Charge
• Staff & Budget Reports
• Review of 2008 BSC
– Discussion on Measures and Targets
– Feedback on how BSC is incorporated into each Unit’s reporting
• Best Practices
– Board Best Practices (Report from joint meeting)
• Board Training, Fundraising activities
• Documenting, Sharing and Implementing
•
•
•
•
Training: LTC, VOLT, BSC
Leadership Selection
Strategic Planning and budgeting process
Issues and challenges for ET
Staff Update
Institutes
Michael Michaud
Managing Director
John Milian
Manager Admin & Support
Michael Ireland
Manny Mones
Jackie Oppenheim
Heather Santa Maria
Raj Manchanda
Managing Director,
Managing Director,
Director,
Director,
Director,
IGTI
IPTI
CEI
EMCI
Advanced
Technology
– Judy Osborn
Manager,
Conference & Comm
– Lisa Elliot
Manager,
Meetings
– Raymond Scanlon
Manager,
Finance & Admin
– Amrah Goebel
Admin Meetings &
Member Affairs
– Shirley Barton, PD
Manager
– Kimberly Miceli
Admin Acct,
New Media
– Olga Lisica, Senior Industrial
Specialist
– Melanie Diaz, PD
Coordinator
– Michelle Cardillo,
Continuing Ed Specialist
– Rebecca Waltrous,
Previously Congress
Editorial Manager
– Julie Nye, Manager, Content
Development
– Thomas Kuehl, Manager,
Distance Learning
– Marian Hess, Manager. Short
Courses
– Gregory Marino,
Manager,
Certification
– Yan Xiao
Coordinator
– Vacant Coordinator
– Jennifer Delda
Program Manager
– Brandes Smith
Program Manager
– Ray Hsia,
Coordinator
– Kristen Barranger
Marketing Admin
– Vacant
Admin Assistant
Changes since
– Stephanie Sears
Conference & Comm
Admin
– Janice Lucas
Admin Assistant
Last Meeting
– Vacant, General Admin
11-2007
Institutes FY 2007 Year End Performance
Revenue Expense
Net
CEI
$ 4,145 $ 3,404 $
741
$ 4,041 $ 3,054
EMCI
$
124 $
642 $ (518)
$
66 $
540
ET
$ 1,370 $ 1,336 $
34
$ 1,515 $ 1,446
Admin
$
358 $
254
GF Total $ 5,639 $ 5,740 $ (101)
IGTI
$ 1,589 $ 1,562 $
27
$ 1,653 $ 1,531
IPTI
$ 1,876 $ 1,528 $
348
2216
1482
Institutes Total $ 9,104 $ 8,830 $
274
YE
Actuals
25%
$
987
9%
$ (474)
51%
$
69
-41%
$
328
78%
$
122
53%
$
734
$ 1,184
Institutes Growth (Revenue)
Institutes
Revenue
CEI
EMCI
ET
GF Total
IGTI
IPTI
Institutes Total
2007
Budget
$ 4,146
$
124
$ 1,370
$ 5,640
$ 1,589
$ 1,876
$ 9,105
2007
Actual
$ 4,041
$
66
$ 1,515
$ 5,622
$ 1,653
$ 2,216
$ 9,491
growth
rate
-3%
-88%
10%
0%
4%
15%
4%
2008
Budget
$ 4,574
$
193
$ 1,330
$ 6,097
$ 1,823
$ 1,422
$ 9,342
Institutes Growth (Net)
Institutes
2007
Net
Budget
CEI
$
742
EMCI
$ (518)
ET
$
34
GF Total
$ (100)
IGTI
$
27
IPTI
$
348
Institutes Total $
275
2007
Actual
$
987
$ (474)
$
69
$
328
$
122
$
734
$ 1,184
growth
rate
25%
9%
51%
130%
78%
53%
77%
2008
Budget
$
808
$ (330)
$
20
$
498
$
47
$
111
$
656
FY2008 Budget – Institutes
Institutes FY 2008 Budget
Revenue
CEI
$
4,574
EMCI
$
193
ET
$
1,330
Admin
GF Total $
6,097
IGTI
$
IPTI
$
Institutes Total $
$
$
$
$
$
1,823 $
1,422 $
9,342 $
Expense
3,766
534
1,310
361
5,971
Net
$
808
$
(341)
$
20
$
126
1,776 $
1,311 $
9,058 $
47
111
284
Institutes FY 2008 Budget to
Revenue
CEI
$ 4,574
$ 4,463
EMCI
$
193
$
163
ET
$ 1,330
$ 1,021
Admin
GF Total $ 6,097
IGTI
$ 1,589
$ 1,487
IPTI
$ 1,875
1875
Institutes Total $ 9,561
Forecast
Expense
$ 3,766
$ 3,716
$
534
$
493
$ 1,310
$ 1,163
$
361
$ 5,971
$ 1,562
$ 1,432
$ 1,528
1406
$ 9,061
$
$
$
$
$
$
$
$
Q1
Net
Forecast
808
-8%
$
747
(341)
3%
$
(330)
20
-114%
$
(142)
361
126 $
275
27
51%
$
55
347
26%
$
469
500 $
799
ASME Institutes
BSC Strategy Review Report
10-25-2007
C2 - Become
an important
resource to
Early Career
Engineers &
Tech.
Professionals
C3 Enhance
relevanc
e to
Industry
Y
F1 - Achieve
Budgeted Growth
Y
F3 - Run a
Cost
Effective
Operation
G
C5 - Identify and Serve appropriate
Global Markets
G
G
I3 - Increase
& Expand
ASME
Educational
Offerings
Y
L2 - Identify
and develop a
diverse corps
of Leaders
R
L4 - Develop
and share
best
practices for
volunteer
boards and
operations
Y
C2 - Become an important
resource to Early Career Engineers
& Tech. Professionals
Y
Objective
Owner:
Michaud
ASME Institutes recognizes the importance of early
career engineers (and technical professionals) both
as primary customers and a valued resource of
another primary customer (Industry). By aligning
products and services that focus on applications and
tools, either broadly (CEI And EMCI) or around
focused markets (IGTI, IPTI and ET), ASME
Institutes seeks to expand its importance as a
valued partner and provider to this specific
demographic and its employers.
Performance & Recommendations
Associated Initiatives
Institutes Units are tracking the number
and percentage of Early Career Engineer
Support ASME BOG Early Career Engineers Initiative
(ECE) participation in their activities.
Q1 results are 137 ECEs or 9.3% of measurable participation. The objective is
yellow as only 2 out of the 5 units posted measurable activity in the first
quarter. Also, providing this data is currently voluntary and we are looking at
ways to make these required fields to ensure better data.
ET had one event (energy Nano) but was not able to measure this demographic
for its 95 participants. This has been resolved for Q2 events.
IGTI and IPTI have developed Early Career Committees or initiatives, their
activities have yet to produce measurable results in terms of Early Career
Engineer participation.
Back to Map
C3 - Enhance relevance to
Industry
G
Objective
Owner:
M. Michaud
ASME Institutes recognizes the importance
of serving the needs of Industry, a primary
customer. By aligning products and services
that focus on applications and tools, either
broadly (CEI And EMCI) or around focused
markets (IGTI, IPTI and ET), ASME
Institutes seeks to expand its importance as
a valued partner and provider.
Performance & Recommendations
Associated Initiatives
Institutes is on target (16/16 in Q1) in reaching total number (64) of customized
relationships and special programs as measured by MOU’s and specific projects,
portals, etc.
This is due to direct, bulk and corporate bundles CEI made with the Shaw
Group, The Defense Contract Management Agency, NASA White Sands (3
programs) NASA Glenn, Submepp, Callaway Nuclear facility,etc.
While CEI is the only unit contributed directly to this measure this quarter, all units
have ongoing discussions with potential partners and specific targets in the pipeline
for Q2.
Back to Map
C5 - Identify and Serve
appropriate Global Markets
G
Objective
Owner:
M. Michaud
Institute's business units all recognize the
importance of new markets in order to
enhance their global presence in each of their
areas of expertise. Institute strategies include
taking successful US based programs globally,
or leveraging international partnerships to help
deliver core content to new markets in order to
achieve long term viability, brand recognition,
and financial security.
Performance & Recommendations
Associated Initiatives
Support ASME BOG Globalization Initiative.
Institutes overall had a non-US participation of 520 (or 28%) in the first quarter.
Traditionally, Q1 is one of Institutes slowest quarters in terms of overall attendance
and participation due to the low number of activities. Q1 numbers are ahead of FY06
Q1 in absolute terms (408), however in overall percentages are slightly behind last
year's Q1 percentage (33%) because of an increase in overall participation.
The Institutes 28% compares favorably to ASME's overall demographic of 12.6% nonUS membership.
Back to Map
F1 - Achieve Budgeted Growth
Y
Objective
Owner:
M. Michaud
Institute's business units all recognize the
importance of growth. Each unit has
specific growth targets and develops new
products and services to achieve long term
growth, organizational viability and
financial security.
Performance & Recommendations
Each Institute has developed a
budget around a specific growth
target and are measuring their
progress in meeting this target.
CEI is slightly ahead and EMCI and ET
are slightly behind target and it is too
early to gauge for IPTI and IGTI due
to the lack of major events in Q1.
Associated Initiatives
Develop and launch the Spanish language EMC-BOK Guide.
Back to Map
F3 - Run a Cost Effective
Operation
G
Objective
Owner:
M. Michaud
ASME Institutes will focus on increasing
revenue and growth while maintaining
strong financial controls and increasing
efficiencies in order to produce a net return
to the Society.
Performance & Recommendations
Each Institute Unit tracks their
variance to budget.
Combined Q1 variance for CEI, EMCI
and ET is:
Revenue - 4.9%
Expense + 18.7%
In actual terms, this is -$165K or
185K ahead of the target (-$330K).
IGTI and IPTI did not project
significant revenue in Q1, but
expenses are in line with budgets.
Associated Initiatives
Back to Map
I3 - Increase & Expand ASME
Educational Offerings
Y
Objective
Owner:
M. Michaud
The development of new educational and
training materials, and the expansion of
existing materials to new delivery systems
will enable ASME Institutes to better serve
its customers.
Performance & Recommendations
Institutes are on target for Q1 (15/13)
producing a total of 52 new ASME courses
developed this year.
Associated Initiatives
Develop and launch the Spanish language EMC-BOK Guide.
Identifying qualified Subject Matter Experts (SME) with available time has
been identified as a long term challenge however and a joint CEI/C&S
meeting is scheduled for Q2 to build awareness of SME criteria and the CEI
course development process so that C&S can help identify additional
experts as alternates or back-up course developers.
In addition, IGTI lost their PD Manager in Q1 but has identified a
replacement who is scheduled to begin in Q2.
Back to Map
L2 - Identify and develop a diverse
corps of Leaders
R
Objective
Owner:
M. Michaud
ASME Institutes recognizes the importance
of a diverse leadership to organizational
success. Each unit has identified strategic
plans and, as part of this process, has
identified the necessary leadership skills
that will help them achieve these targets.
Performance & Recommendations
Associated Initiatives
Each unit has identified specific leadership
positions that are necessary to ensure market
focus and knowledge-based decision making.
Filling these leadership gaps will be measured through the year and new
positions will be identified for next year.
While it is still early in the year, only 5 of the 42 target positions have been
filled. Institutes is working with VOLT to use the Volunteer Opportunity
Bulletin Board to help fill these gaps and meet their goals.
Each unit needs to increase its efforts further to ensure that these targets will
be met. The Board of Institutes will address this at Congress to see what
additional steps can be taken to ensure that each unit has a leadership
development plan that is being followed.
Back to Map
L4 - Develop and share best
practices for volunteer boards and
operations
Y
Objective
Owner:
M. Michaud
ASME Institutes will identify and capture
successful and best practices for volunteer
boards and operations. These practices will
be leveraged, when possible to optimize
each unit's performance and shared with
other units in ASME.
Performance & Recommendations
Associated Initiatives
The Institutes Boards have conducted
Business Unit Development Process
Their first inter-Institute meeting to
identify potential Board best practices.
Board Training programs and Fundraising activities were both identified as areas
for further study.
An Institutes representative is now participating in VOLT to share some of the
successful practices they develop regarding BSC training.
Staff continues the work in identifying specific tactics that will enhance revenue
generation and/or cost control for their specific business units.
Back to Map
Business Unit Development Process
Owner:
Y
Description
Performance & Recommendations
Two challenges remain for ET. The first is to continue
to shift steady-state projects to internal units (ie Events Management is now managing Fuel Cells
2008) so that ET can focus on the development of
high-margin business following the Bioprocess
Technology Seminars model. C&S Nuclear staff, K&C's
Nuclear Engineering Division staff and ET staff will
meet on October 31 2007 to explore the viability of a
Nuclear Technology Seminars.
Secondly, and more importantly, ET will develop a
framework to measure the impact of its various
business lines : nano, fuel cells, water management,
bioprocess, etc. in order to present recommendations
to BOI in June 2008 on which areas have the potential
to become future sustainable business units/Institutes,
and a roadmap with milestones to measure progress
towards achieving this goal. Additionally, the
framework will be available for BOI to apply to new
opportunities originating from any ASME sector
and external business opportunities.
Institutes has recognized the need for a structured process
that leads to the creation of future Institutes. The Emerging
Technology Unit is leading this activity which consists of:
-
Defining Features of Future Institutes (completed)
Outlining Roles and Responsibilities (not completed)
Developing Structure and Oversight (not completed)
Developing Model Business Plans (completed)
The process will be developed for Board on Institutes approval.
As of July 1, 2007 the Director, Emerging Technologies shifted
responsibility of ET's non-bioprocess budget (about $700k) to
the Manager, ET thereby allowing him to focus on this
important task.
Objectives Impacted
L4 - Develop and share best practices for volunteer boards and
operations
Status
Y
G
R. Manchanda
Milestone / Task
% Complete
Start
End
Responsible
Business Plan & Process Development
50
12-01-2006
06-30-2007
Raj Manchanda
ET Leadership Plan
50
10-12-2006
06-01-2007
Raj Manchanda
Back to Map
Develop and launch the Spanish
language EMC-BOK Guide.
Owner:
Y
Description
Heather Santa Maria
Performance & Recommendations
To serve the Latin American market and assist our Authorized
Knowledge Partners (AKP) with an EMCI BOK Guide in
Spanish.
The Spanish Language EMC-BOK Guide has
been fully translated and proofread. EMCI is
replicating the same business model for the
Spanish language version as the Chinese
language version of the BOK. EMCI is
actively seeking a publisher/distributor for
profit share where EMCI owns the copyright
of the book.
Objectives Impacted
F1 - Achieve Budgeted Growth
I3 - Increase & Expand ASME Educational Offerings
Status
Milestone / Task
% Complete
Start
End
Responsible
Y
EMCI Exam Partners in Latin America
10
09-01-2007
05-01-2008
Heather Santa Maria
G
Translate EMC-BOK into Spanish
100
06-01-2007
12-29-2007
Heather Santa Maria
G
Project Manage Contract with Partners
100
09-01-2007
12-31-2007
Heather SantaMaria
Back to Map
Support ASME BOG Early Career
Engineers Initiative
Owner:
Y
Description
Ireland/Mones
Performance & Recommendations
To Support the BOG Early Career Engineer Initiative by:
Developing and linking programs to ASME Strategy
Tracking ECE participation in programs
Objectives Impacted
C2 - Become an important resource to Early Career Engineers
& Tech. Professionals
Status
Milestone / Task
% Complete
IGTI Early Career Program
G
IPTI Early Career Program
25%
Start
End
Responsible
07-01-2007
06-30-2008
Ireland
07-01-2007
06-30-2008
Mones
Back to Map
Support ASME BOG Globalization
Initiative.
Owner:
G
Description
Performance & Recommendations
To better serve customers around the globe, Institutes will
Establish, Develop and Grow:
1. Global Relationships with
a. Major end-users
b. Local delivery partners
2. Products
a. delivered globally
b. customized for local needs and specifications
c. priced for local markets
Objectives Impacted
C5 - Identify and Serve appropriate Global Markets
Y
Status
G
Michaud
The development of a licensing business model is
on track within CEI and IGTI representatives met
with the Beijing staff and potential Chinese
partners as part of their planning process for an
Asian event in 09.
Following the agreement signed with Engineers
Australia last year, CEI and EA held its
first course, 2 sessions of B-31.1 Power Piping in
Perth and Sydney for a total of 76 participants
ASME's agreement with the Brazilian Petroleum
Institute was extended to include a revenue
share agreement with IPTI for its assistance in
marketing the Rio Pipeline Conference. IPTI uses
the conference as a platform to present
the Global Pipeline Award.
Milestone / Task
% Complete
Start
End
Responsible
IGTI Asia
0
07-01-2007
06-30-2008
Ireland
CEI Licensing Models
25
07-01-2007
06-30-2008
Oppenheim
Back to Map
Review of 2008 BSC
BSC In Unit reports.
Is BSC used by each Institute as
well as it could be?
What can we do here to increase
awareness?
Does each Institute need own
Strategy Map?
Best Practices
• Overall Objective:
• Document and Share Best Practices
– Among Institutes
– Within ASME
• Identify processes and systems that can
be implemented
– Incorporate into training programs
• Derive measures that drive performance
and continuous improvement and can be:
– incorporated into BSC
– used by Boards
Staff Best Practices
Results from previous Institute Meetings
–
–
–
–
Sponsorship Programs
Registration Process
Surveys
Lead generation (incomplete)
• Needs stronger documentation in order
to share with other groups
Staff Best Practices
Plans to engage next level of staff:
– Identify 2-3 specific projects
– Project to be led by Institutes staff,
incorporate other depts. as
appropriate
– Apply documentation requirements in
order to share with other groups
– Incorporate into LTC as appropriate
Board Best Practices
Results from joint Institute Meetings
• MOU
• Board Training
• Fundraising Activities
• Others
– Reporting?
Board Best Practices
Next Steps
• Establish project plan for each
• Who/How will document?
• BOI to monitor progress
– Report on within BSC
Leveraging ASME Training
• LTC 2008
– Atlanta, March 6-8, 2008
– Opportunity for:
•
•
•
•
New Volunteer Training
BSC Training
Best Practices activities
More Institutes Participation
– What do we want to get out of it?
– Can we use the training to help fill our training
needs?
– Institutes has 10 spots reserved 4/4/2 from
IGTI/IPTI/ET
LTC
• Each Unit to identify Liaison for:
– Participants
• IGTI
• IPTI
• ET
– Content
• IGTI
• IPTI
• ET
Training
VOLT
• Need to add our Board Training
module here once developed
BSC
• Dilip involved in BSC Training
Leadership
• Red on BSC report
• Discussion on plans are in place
to ID and recruit leaders?
– Are we leveraging VOBB
Future Meetings
• Conflicts between:
– OOAE and SAM (2007)
– Turbo Expo and SAM (2008)
Is current meeting schedule
appropriate?
Do we need to adjust to
Budget/Strategy Setting schedules?
Budgeting Process
• Summary budgets presented by
SMC to COFI - March, 27-28,
2008
• Work back from this date:
– Institute Budgets (and supporting
docs) need to be complete and
approved internally
– Worst Case Scenarios developed
Marketing & Sales
Discussions with:
• Roy Arbeit, Managing Director
Marketing and Sales
• Peter Hess, Director, Marketing
• Emil Becker, Director, Market
Research and Data Analysis
ASME’s Innovation Project
Institutes involvedment
1. Internal Expertise in Process
improvement (Wisler)
2. Voice of Customer (Oppenheim)
3. Alignment of Portfolio (Michaud)
4. Incorporating breakthrough
Innovation (Manchanda)
Strategic Focus on Training
Discussion on plans and activities for
Training:
• Current Plans, business model
• Leveraging CEI Platforms
• Integrating Workforce Assessment
into industry initiatives
• Obstacles?
Coordinating Education
• Meeting in NYC
• Alignment of Strategies
– IGTI, IPTI,CEI
• Adoption of Common Practices
– Course development, etc
• Portfolio Analysis
– Development of prioritization process
• Refinement of business plans/models
Next Meeting
Via Telecon if needed (TBD)
TBD May, 2008
Orlando, Florida