ieee in 2030 – optimizing for full impactb 2013 ieee in 2030 – optimizing for full impact barry...
TRANSCRIPT
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IEEE in 2030 – Optimizing for Full Impact
Barry L. Shoop, Ph.D., P.E. 2015 IEEE President-Elect 21 June 2015 IEEE Board Meeting New Brunswick, NJ, USA
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Our Plan for the Next 24 Hours
In the Next 60 Minutes…
• Provide a comprehensive status report of work being done by the IEEEin2030 Ad Hoc Committee
• A proposed plan for gaining additional input on future board structure and functions
For the Remainder of Today and This Evening…
• Interact with your peers and share thoughts on changes being recommended by IEEEin2030
• Prepare questions and feedback for discussion during tomorrow’s interactive working session
Tomorrow morning two-hour session…
• Opportunity for us to work together, share ideas, ask questions, and explore approaches for how to best move forward
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IEEE in 2030 Committee
• Tom Coughlin
• Parviz Famouri
• Elena Gerstmann
• Kathy Land
• Norberto Lerendegui
• Howard Michel
• Providence More
• Bill Moses
• Jim Prendergast
• Barry Shoop (Chair)
• Lawrence Wong
• Ellen Yoffa
• Karen Bartleson
• Fred Mintzer
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Meetings • January Board Retreat • 3 February New Orleans • 20-21 March West Point • 1-2 May Jersey City • 25-26 July
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What changes must we make now to best position IEEE for success in 2030, while
still supporting the needs of technologists between
now and then?
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Project Sequence
Syntegration • Duration: 3 Days • Purpose: Understanding, Planning, and Mobilization • Participants: Up to 48
Post Syntegration
Session
• Duration: 1 Day • Purpose: Decision Making & Action Planning
• Participants: Up to 15
• IEEEin2030 • OUs • Committees
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[1] Create a Nimble, Flexible, Forward-‐looking Organiza;on
A. Determine our core priori/es and define the Board structure we need to maintain our role as the world’s leading associa/on serving technologists
B. Align our business opera/ons to our evolving priori/es
Four Strategic Objectives
[1] Create a Nimble, Flexible, Forward-‐looking Organiza;on
[2] Foster Public Impera;ves
[3] Foster Diverse Technical Communi;es with Industry, Government, and Academia
[4] Empower the Discovery, Development and Delivery of CuNng-‐edge Products and
Services
A. Determine our core priori/es and define the Board structure we need to maintain our role as the world’s leading associa/on serving technologists
B. Align our business opera/ons to our evolving priori/es
A. Support humanitarian efforts
B. Socialize Public Impera/ve Ac/vity
C. Provide cri/cal informa/on to support public policy decisions worldwide
A. Engage to build and maintain strong connec/ons with professionals working in industry and industry
B. Provide "the place" where communi/es gather across a diverse field of technologies and technologists
C. Cul/vate, nurture, and strengthen our relevance to the technologists of the future
A. Know what is important to "IEEE ac/vity par/cipants," align our products and services to serve them and recognize their engagement
B. Serve and generate a surplus by turning informa/on into knowledge in formats that technologists need
C. Leverage and promote our posi/on as leading Global technologists
IEEE is well-‐posi;oned for success in 2030 and con;nues to serve the needs of technologists between now and then.
Strategies
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Topic 2: Foster Public Imperatives Led by Ellen Yoffa
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Other Teams Working on this Topic
" IEEE Ad Hoc Committee on Global Public Policy
" IEEE Ad Hoc Committee on Humanitarian Initiatives
" TAB Ad Hoc Committee on Technical Support for Humanitarian Activities
" IEEE Ad Hoc Committee on Engagement in Europe
" IEEE Finance Committee
" IEEE Ad Hoc Committee on Activities in Africa
" IEEE Ad Hoc Committee on Enhancing Financial Management
" IEEE Internet Initiative Ad Hoc Committee
" All the OUs (esp. IEEE-USA, TA, MGA, EAB)
" … probably more
Foster Public Imperatives
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Deliverables Update
1. Develop a structure/framework for IEEE public policy and humanitarian activities • Public Policy committee (Day) sharing recommendations with BoD in June
• Humanitarian Initiatives committee (Lightner) making progress
• The IEEE Foundation and Humanitarian Initiatives Committee are discussing how to align fundraising activities, including volunteer guidelines and communication
2. Inventory humanitarian activities, Foundation activities, and other public imperative initiatives • Developing a Public Imperatives “definition”, with input from SPC, MC and across IEEE
• Working to compile inventory with the Finance team, EAB, IEEE-USA, Humanitarian Initiatives committee, and TAB Ad Hoc Committee on Technical Support for Humanitarian Activities
• Meeting with IEEE Foundation President and ED
3. Propose the right size of investment for public imperatives • Working to understand current spending on PI across IEEE via the IEEE Mapping Project
• Developing a recommendation for IEEE’s ongoing investment in PI, with Finance team
Foster Public Imperatives
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" YES – Primary goal is directly for the social
good
– Must be available to non-members
– Part of the responsibility of IEEE being a steward of the profession
– Probably does not generate a surplus
– Examples of PI § Pre-university activities
§ Feet-on-the-ground humanitarian activities
§ Providing unbiased information or events on technology-related topics
§ History-related activities
§ Scholarships
§ Public imperative conferences
" NO – Primary beneficiary is the individual
professional
– Could be a member benefit or provide a member discount
– Probably generates a surplus
– Examples of non-PI § Publications
§ Membership
§ Conferences (primary goal is the exchange of technical information)
§ Continuing education
§ Career support
§ HKN (limited beneficiaries)
§ Public visibility
Is This Activity a Public Imperative? To better inventory and understand our level of investment
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Ø MAYBE: Awards Programs, Some Standards Activities, ….
Foster Public Imperatives
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Topic 3: Foster Diverse Technical Communities Led by Tom Coughlin
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Other Teams Working on this Topic
" IEEE Ad Hoc Committee on Activities in Africa " IEEE Ad Hoc Committee on Board Outreach " IEEE Ad Hoc Committee on Disruptive Innovations " IEEE Ad Hoc Committee on the Future of Information and Convening " IEEE Ad Hoc Committee on Holistic IT Development " IEEE Ad Hoc Committee on Ideation " IEEE Ad Hoc Committee on IEEE in 2030 " IEEE Ad Hoc Committee on Serving Individuals From Industry " TAB Ad Hoc Committee on Entrepreneurship " IEEE-USA Committee on Entrepreneurship " Young Professional Affinity Group " MGA Ad Hoc Committee on Engaging Practitioners " TAB SPC Working group - Services by Generational Segment " TAB SPC Working group - New Content Types and Delivery
Foster Diverse Technical Communities
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Deliverables Update
1. Write a best prac/ce document that pulls together best prac/ces of IEEE successful communi/es (e.g., Computer Society, WIE) and also non-‐IEEE communi/es aimed at technical professionals; include recommenda/ons for IEEE wo rking with non-‐IEEE communi/es. • Ini/al contacts made within IEEE • Document in process
2. Write a proposal for "IEEE SIRI" that includes all IEEE resources so users have a one place stop (searchable and self-‐configurable); once proposal is wriSen give to Idea/on CommiSee • Organizing list of IEEE resources and contacts
3. Iden/fy the best ways to connect our community to entrepreneurs and industry; iden/fy what's in it for me? • Communica/ons started with IEEE folks working with entrepreneurs • SeXng up mee/ngs with entrepreneurs and industry on best approaches
Foster Diverse Technical Communities
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Deliverables Update (2)
4. Write a best prac/ces document for engaging YPs (these are our leaders in 2030); must learn from internal groups and external groups; must include recommenda/ons how to increase YPs and increase the value we give to them now and in the future. • Ini/al contacts made with YPs regarding engagement
5. Roadmap for communi/es in 2030 -‐ how do we communicate thoughts on communi/es in 2030? Not 1-‐4 years but 5-‐15 years out. By listening to what teams are doing now, hopefully IEEEin2030 will have thoughts on longer term. • Working to define deliverable
Foster Diverse Technical Communities
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Topic 4: Develop & Deliver Cutting-Edge Products & Services Led by Bill Moses & Kathy Land
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Other Teams Working on this Topic
" All the Major Boards " IEEE Ad Hoc Committee on Disruptive Innovations " IEEE Ad Hoc Committee on Future of Information and
Convening " IEEE Ad Hoc Committee on Holistic IT Development " IEEE Ad Hoc Committee on Ideation " IEEE Ad Hoc Committee on Serving Individuals From Industry " IEEE Ad Hoc Ideation Committee " MGA Ad Hoc Committee on Engaging Practitioners " TAB SPC Working Group - Services by Generational Segment " TAB SPC Working Group - New Content Types and Delivery
Develop & Deliver Cutting-Edge Products & Services
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1. Create a process that develops ideas from across all of IEEE into revenue-generating products
" Deliverables – Define a process to facilitate (and potentially fund) new product development,
especially products that are not based on scholarly publications. – Demonstrate that this process is effective by sending one new (non-scholarly
publication) product idea through the process.
" Status – Identified groups that are actively developing ideas for new revenue
generating products and services – Talked with Karen Hawkins (Senior Director, Product Design) about process
used by IEEE Ad Hoc on Ideation (which appears to be a good template for this activity)
– Scheduled a meeting with chairs of relevant committees and staff for their input
" Next Steps – Draft a revised process that spans entire product development process:
new idea generation, business plan development, marketing, seed funding, and all the way to review & approval of new products & services
Develop & Deliver Cutting-Edge Products & Services
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2. Obtain a 360-degree view of the greater IEEE community
" Deliverable – Develop & Maintain a Centralized Database on All Those Who Participate In
IEEE Activities (Both Members & Non-Members). § Data may include membership data; conferences attended or organized; papers
authored, reviewed, or downloaded; Fellows and awardees; volunteer positions…
" Status – Identified that BIC has discussed this concept previously, and that it is on
their “to do” list – Scheduled a meeting with BIC stakeholders (Donna Hourican and Jamie
Moesch) to discuss status
" Next Steps – Define scope of project
– Determine ROI – Identify appropriate project leadership
Develop & Deliver Cutting-Edge Products & Services
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Topic 1: Create a Nimble, Flexible, Forward-Looking Organization
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Objectives
" Prepare IEEE for success in 2030 and beyond
" Create a diverse, efficient, and effective board that represents the members and listens to the voices of members, the technical professional community, and the public, to make informed decisions
" Strengthen the role of the member in IEEE governance
" Develop a structure that supports the current IEEE mission, vision, and core values
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" It is clear, from our discussion in Puerto Rico in January, that the Board wants to see a change; status quo is no longer working
" The current structure of the Board is constituency based and is tied to the structure of the organization – While tied to organizational structure, continuity and length of
service are governed by the OUs and not the needs of a strategic Board
– The current coupling also restricts each OU (for example, MGA can’t change the number of Regional Directors because this would impact representation on the Board)
" Analysis by an independent organization, BoardSource, supports a shift in structure
Why Change?
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" We need to unencumber the Board of Directors’ composition from our current operational structure and our day-to-day management
" Strategy & Operations are both critical for IEEE – By separating operations, the Board is freed to focus on strategy
while empowering an operations committee to be champions at the IEEE-level for their own OU
" A more agile Board of Directors allows for: – In-depth, analytical, more informal, discussions (this is near
impossible with a team of 31+) – Shorter but more frequent meetings (video, audio,
and/or in-person)
Why Change? (continued)
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Satisfaction with board size and overall effectiveness
© 2015 BoardSource
The size of the board meets the current needs of the organization.
How satisfied are you with the overall effectiveness of the board?
IEEE board has 31 voting members The average board has 16 members Percentiles:
25% of boards have 11 or fewer members 50% have 15 or fewer members 75% have 20 or fewer members
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Benchmarking your board’s performance Scores are benchmarked against 200+ organizations that have taken the Board Self Assessment since 2012.
© 2015 BoardSource
Role Responsibility Your score Benchmark Score* Comparison
Set Direc/on Mission 2.28 2.99 ê
Strategy 1.84 2.82 ê
Ensure Resources Funding and Public Image 2.23 2.58 ê
Board Composi/on 1.91 2.71 ê
Provide Oversight
Program 1.94 2.84 ê
Financial 2.30 3.12 ê
Chief Execu/ve 1.79 2.98 ê
Structure and Opera/ons Board Structure 2.39 2.97 ê
Mee/ngs 2.35 3.05 ê
*Benchmark from 501(c)3 answers to Board Self-‐Assessment for Nonprofit Boards
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BoardSource Governance Review
• Comparative research of peer organizations shows the following board sizes: ACM 16, ACS 15, ASME 14, PMI 18.
• IEEE governance structure has a significant focus on business operations as evidenced by the Major Boards, and The Vice Presidents/Presidents of the Operating Units.
Review includes: - governance documents review - leadership interviews - Board self-assessment survey - comparative research
• Under New York State corporate law, the board’s loyalty is first and foremost to the good of the corporation, in this case IEEE. Representative boards, such as IEEE’s where Directors represent regions and societies, can create conflict of interest.
• Decoupling the Director positions from the regions, societies and operating units will lessen the possibility of conflicting loyalties and encourage more strategic thinking around the long-term needs of IEEE, but will bring new challenges of hearing the members’ voices and assuring member control.
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BoardSource: Current vs. Desired State*
Current State of Board " Slow to make decisions
" Representative of regions and technical societies
" Random skill set of Directors
" Heavy workload for board members
" Embroiled in day-to-day thinking
" Hard to convene large group
" Challenge to run large meetings
" Diverse across globe and technical societies
" Potential conflicts of loyalty between units and whole
" Organized around principles from 1960s
Desired State of Board " Nimble
" De-coupled from IEEE structure
" Competency-based
" Efficient
" Able to meet more frequently
" Able to meet for less time
" Focused on strategic thinking
" Better able to engage all Directors in discussion
" Consistency from year-to-year
" Focused strictly on best interests of IEEE
" Organized to lead IEEE to 2030
*Based on interviews with senior volunteers and Executive Director. 26
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Guiding Principles
" Strengthen the “voice” of the membership in IEEE governance
" Reflect diversity
" All volunteer members of the IEEE Board of Directors will come from the IEEE membership and will be elected by the full membership
" The new BoD size and composition will be more conducive to flexibility and nimbleness – The new BoD will be smaller than the current Board
– Terms of service will support continuity
– Allow for deliberative and candid discussions
" The volunteer members of the new Board of Directors will not hold any other leadership positions (with a few exceptions prescribed in the Bylaws) in order to avoid any real or perceived conflict of representation
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Two Major Rationales
" Maximizing the value of volunteer time – Today, professionals have less discretionary time to devote to volunteer
activities. – In order to best use, honor, and value volunteer time and attract the best
volunteers, we need to make their service both rewarding and valuable for IEEE. – The current Board structure, processes, and procedures require too much time
and the discussions are neither generative nor strategic.
" Responding to the needs of a changing & more dynamic world – The world is becoming more complex as it becomes flatter and more
competitive. As a result, the Board will be asked to make increasingly complex decisions.
– To handle the strategic complexity and the speed of technology advancement, Board members need to have the ability to understand, analyze, and debate the complex issues. The current structure does not allow for this.
– Additionally, once issues are analyzed the Board members will need to make decisions for the advancement of IEEE as a whole. The current Board structure and its broad responsibility on both strategy and operations does not allow sufficient time for this.
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The Three Modes of Effective Governance and Leadership
" Strategic: Ensures we serve a socially valuable mission and will have a positive impact.
" Fiduciary: Trusteeship of IEEE. Manages responsible use of assets to support our mission.
" Generative: Explorative. Leverages the board’s collective mind to make sense of options for the future.
" Combined: Powerful governance model that leverages the board’s expertise and insight to frame issues and make sense of the status quo.
WHAT are we going to
do? (Fiduciary)
HOW are we going to
do it? (Strategic)
WHY are we going to
do it? (Generative)
The Three Forms
of Governance Leadership
Source: Chait, Richard P., Ph.D., Ryan, William P., Ph.D., Taylor, Barbara E., “First Principles” in Governance as Leadership: Reframing the Work of Nonprofit Boards, Hoboken: Wiley, 2005, ch. 1, pp. 2-8.
Fiduciary Leadership Strategic Leadership
Generative Leadership
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Excellence = Fiduciary + Strategic + Generative
WHAT are we going to
do? (Fiduciary)
HOW are we going to do
it? (Strategic)
WHY are we going to do
it? (Generative)
Key Question What’s wrong? What’s the plan? What’s the question?
Board Focus Define problems Review performance
Solve problems Shape strategy
Frame problems Engage in sense-making
Board Process Parliamentary procedure Logical and empirical discussion More informal and creative
Problems Must Be Spotted Solved Framed
Decision Making Resolution Gaining consensus Framing the question
Board Sees Their Role As Oversight & authority Strategist Fresh perspective and
industry expertise
Performance Metrics Facts, figures, finances, and reports
Strategic indicators, competitive analysis Signs of learning and discerning
Adapted From: Chait, Richard P., Ph.D., Ryan, William P., Ph.D., Taylor, Barbara E., “Type III: Generative Governing” in Governance as Leadership: Reframing the Work of Nonprofit Boards, Hoboken: Wiley, 2005, ch. 6, pp. 132.
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Proposed Structure & Functions
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Changes from Draft 1 to Draft 2
" First proposal drafted at March Ad Hoc meeting " All members of the Ad Hoc engaged with members of the Board of
Directors to solicit feedback " The Ad Hoc met again in May 2015 to further refine the proposal
based on feedback – The committee reviewed all 149 comments solicited for input into the
most recent draft proposal – Major updates included:
§ No external directors would serve on the Board of Directors § All volunteer members of the new Board of Directors would be IEEE
members and elected by the full membership § Renamed the Enterprise Operation Committee to Board of Governors to
more accurately represent the stature and significance of the body § Changed Management Council members from voting to non-voting
members of the Board of Governors § The Assembly would approve the slate of candidates for the Board of
Directors thereby strengthening the voice of the members
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Proposed Structure: Three Major Governing Bodies
1. The Assembly (same composition)
2. Board of Directors (restructured)
3. Board of Governors (a new body)
" These three governing bodies will: – introduce important checks and balances,
– provide improved strategic guidance and effective operational management,
– increase the member voice in the governance process.
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Proposed Org Chart
Cover 34
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Current Assembly (remains unchanged in composition)
- 3 Presidents
- 10 Division Delegates
- 10 Regional Delegates
- President presides
Board of Directors
- Committees of IEEE (Audit*, EBCC, Corporate Governance, Ethics & Member Conduct, Nominations & Appointments, Board of Governors)
- President presides - All BoD members must be IEEE members - Volunteer members will be elected by the full membership - Executive Director will be a voting member - BoD volunteers will be uncompensated for their service on the Board
Draft Structure
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Board of Governors
- Major Boards will be committees of Board of Governors - Committees reporting to the BoG: Awards, Fellows, History, Finance, Investment, NIC, PV, Tellers (Chairs are not members of the BoG)
- Immediate Past President presides - Voting members
– Immediate Past President – Vice-Presidents/
Presidents of the Operating Units
– Treasurer and Secretary – Executive Director – Management Council
(non-voting)
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Current Assembly - Represents the members
- Approves the slate of candidates for Board of Directors including P-E (currently done by the BoD)
- Elects Officers and Directors
- Receives and reviews reports
Board of Directors
- Sets strategic direction
Draft Functions
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Board of Governors - Enterprise-level focus - Brings recommendations to and advises the Board - Prepares IEEE budget that ensures alignment between budget and operations - Resolves OU disputes - Manages & approves select IEEE Policies & charters & manuals of its committees - Approves awards, fellows, milestones - Approves new office locations - IEEE executives, working closely with volunteer counterparts, will manage their business units & come-together to make decisions about enterprise-wide operations
- Final legal & fiduciary responsibility - Approves total budget and establishes targets based on strategy - Approves policy statements of IEEE and amicus briefs - Resolves BoG disputes - Approves Bylaws, select IEEE Policies, IOM, FOM and Board/IEEE Committees Charters and Manuals - Approves changes to high level IEEE governance structure - Hires and evaluates the Executive Director and approves compensation
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Dlkjdlk jad;fj
Assembly BoD BoG President presides presides Past President vo/ng vo/ng presides President Elect vo/ng vo/ng Directors (9) vo/ng (9) Treasurer vo/ng Secretary vo/ng Execu/ve Director vo/ng vo/ng Region directors/delegates vo/ng Division directors/delegates vo/ng VPs (PSPB, SA, USA, TAB, MGA, EAB) Vo/ng (6) Management Council non-‐vo/ng (12)
total 23 13 22 vo/ng 23 13 10
non-‐vo/ng 0 0 12
Execu/ve Director will be the non-‐vo/ng secretary of the Assembly. Corporate staff member will be a non-‐vo/ng secretary on the Board of Directors. Each year, the 23 vo/ng members of the Assembly will elect 5 members of the BoG (PSPB, MGA, and EAB VPs, and Secretary & Treasurer) and will approve the slate for approximately 1/3 of BoD for the members to vote on.
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Proposed Composition
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Proposed Board of Directors
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Board of Directors Draft Size & Terms
" Three year terms (excludes Executive Director); two term limit on the Board (excludes Presidential years) – No need for an elect year; approximately 1/3 turnover – Terms do not need to be consecutive
" Once an individual serves through the presidency, s/he cannot serve on the Board of Directors again
" Total of 13 members of the Board § 3 Ps (still serves one year as a PE, P, PP) § 9 elected members-at-large (this allows all IEEE members to vote on all
volunteer members of the Board – more direct membership involvement than with current Board)
§ 1 Executive Director which matches common practice and allows for continuity and provides link to Board of Governors – this does not preclude executive sessions without the Executive Director
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" Responsibilities – Committed to active support: § Face-to-face Board meetings § Quarterly / bi-monthly conference calls
" Qualifications – Senior / Fellow IEEE Member – Leadership experience in § Profession, including senior leadership positions § Public Service, e.g. IEEE OUs
Board of Directors Responsibilities & Qualifications
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" Qualifications / Competencies – Senior / Fellow IEEE Member – Leadership experience – Strategic and problem-solving skills – Strong interpersonal and negotiation skills
– International experience – Global perspective – IEEE Experience – Personal § highest moral and ethical character § exhibit independence and objectivity
How to select Board members: Initial N&A Guidance
Slate Emphasis on Balance
• IEEE OU Representation
Emphasis on Diversity • Geographic • Technical • Age • Gender
§ capable of serving in the best interest of the whole IEEE 41
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" CHANGE – Assembly (as opposed to the
current process of the BoD) approves the slate of candidates for Board of Directors including P-E § This provides a check & balance by
strengthening the voice of the member and by enabling diversity
§ It enables diversity because they will be charged with ensuring a slate that is diverse in terms of geography, technical field, age, gender, employment, skills & competencies, etc.
§ Has the power and obligation to reject a slate that is not appropriately diverse
§ This will not inhibit current Assembly members from running for BoD or BoG positions
" AS-IS – N&A continues to be a
nominating body and is chaired by the past-past President and includes N&A chairs from the major OUs
– The current petition processes remain as-is
– No additional changes to current N&A processes are being recommended
Nomination Process Changes
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Possible BoD Transition Plan Position 2016 2017 2018 2019
2020
President X X X X X President-Elect X X X X X Past President X X X X X Vice President - TA X X Vice President - PSP X X * Vice President - MGA X X * Vice President - EA X X * IEEE-SA President X X X IEEE-USA President X X Secretary X Treasurer X IEEE Executive Director X X X X X Division Directors I-X I-X Even Numbered
Divisions
Region Directors 1-10 1-10 1-10 Odd Numbered Regions
New Director Positions 1st Class 3(2018-2020)
3(2018-2020)
3(2018-2020)
New Director Positions 2nd Class
3(2018-2019)
3(2018-2019)
3(2020-2022)
New Director Positions 3rd Class 3(2018)
3(2019-2021)
3(2019-2021)
Voting members Director Emeriti (Non-voting members) Total
32 2
34
30 2 32
29 2
31
18 2
20
13 2
15
Full implementation is achieved by 2020, with all Directors being elected by the full voting membership. Election of the new Directors would take place during 2017. * Indicates that a decision could be made to rotate off in that year.
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Some Things Won’t Change
" The IEEE mission, vision, and core values remain the same
" The current operational organizational structure (OU structure) remains the same
" The current N&A process remains the same, with the exception that slate recommendations will go to the Assembly, thereby increasing the tie and therefore influence of the member
" The current petition process for Board-level positions remains the same with the exception that it will be an Assembly petition process. The current Assembly composition remains the same
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Next Steps
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Future timeline of our work
" Tomorrow’s session – Open Q&A – Solicit feedback – Gain consensus on moving forward
" July – next Ad Hoc Committee meeting – Incorporate feedback from June
" September (governing document changes and Governance Committee review)
" November Board – review and request Board approval " Along the way we will share all documents with Board members and
Directors-elect and ask them to share. Also, provide updates via The Institute.
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We are committed to transparency, an open process, and providing regular communications.
Please send feedback to: [email protected]
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Thank you
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APPENDIX
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Purpose: Board of Governors (BoG)
" Brings together leaders of major operating units for collaboration, socialization, and conflict resolution – at the enterprise-level
" Operationalizes decisions made by the Board
" Informs the Board and raises topics and issues, as needed
" The Board of Governors will be a committee of IEEE
" A new BoG would allow for at least as good a representation of all the operating units, interest groups, and members as the current structure while reaping other benefits
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Purpose: Board of Directors (BoD)
" The new Board of Director’s purpose will be to set the tone and strategic direction for the organization, exercise fiduciary responsibilities, and provide operational oversight – It has responsibility for stewardship and fiduciary duty – It focuses on strategy
• a newly created complementary entity, IEEE Board of Governors (BoG), will assist the BoD with operational oversight
– It develops, in collaboration with professional staff, and approves corporate strategies
– It provides oversight of the Executive Director – It establishes organizational identity and ensures the necessary resources1
1. Source: BoardSource 50
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Volunteer Leadership Time Commitments
Position Title Total Estimated Time
Requirement President 137-248 President-Elect 38-69 Past President 42-72 Secretary 54-76 Treasurer 100-146 Division Delegate-Director 61-161 Region Delegate-Director 64-110 VP- EA 73-129 VP- MGA 165-184 VP- PSP 72-103 VP- TA 108-172 Pres. IEEE-SA 48-75 Pres. IEEE-USA 83-109
• The estimated time commitment for an IEEE Board Member is between 30-49 (8 hour) days per year.
• This amount has been added to the totals provided from volunteers who have held the positions and the associated key staff support.
• The totals are from the 2013 position description review conducted by the Governance Committee every other year.
• Totals take into account time for agenda/material review, meeting attendance, correspondence, and travel.
• The 2015 review will be completed later this year. 51