Region 1 Training Session– August 12, 2018

1. Region 1 Training Session– August 12, 2018 Section Leadership Officer Training Session

2. Agenda • Bringing a Long Term View • Understanding your Current State • Deciding what you will Undertake • Planning your Year • Organizing for Execution • Executing the Plan • Assessing Progress • Midyear Correction • Learning from the Effort • Doing it Again • Backup slides

3. Opening Remarks • This brief will follow a generic “Plan through Execution” process applicable to any organizational construct. • It will however focus on a Section/Chapter entity. • It assumes that every Section/Chapter is at a different level of maturity w/r to planning, execution and level of activity.

4. Words to live by in any organizational environment • Know your business and improve it constantly • Know your customers and take care of them • Know your business inside out to provide a superior return on investment • Know the strengths and weaknesses of your business • Know the competition and be humble

5. Bringing a Long Term View • Realities of IEEE service • We strongly believe in rotational leadership.. So you are at the helm for 1 or 2 years at a time. • Therefore it is easy for Sections to not involve themselves in strategic planning. • However, very few lasting changes can be accomplished in one year.

6. Bringing a Long Term View • Achieving Long Term Goals require • Goals worth achieving • Continuity of Purpose • Coordinated multi-year leadership focus • Multi-year plans • Data on progress • So, does your Section have • Succession planning? • Robust N&A process? • Ability to get and assess data? OU Analytics? (Session later today)

7. Understanding your Current State • What does your data tell you? • Demographics • Membership trends • Retention trends • Industry presence • Technical focus • Academic Institutions • Student Branches • Volunteer pool • Both for members and non-members The data colors your realities and establishes your performance goals and boundaries

8. Deciding what to Undertake • Besides the minimum requirements to remain a Section in good standing… The data will tell you what you can and cannot/should not do • Technical/Professional Development Topics and Programs • Recruitment and Retention • Industry focused initiatives • Communication • YP/WIE/LM/Student focused initiatives I would strongly recommend that you use data to drive and validate your initiatives … as opposed to small group opinion

9. Planning your Year • Effective Planning requires data, dialogue, analysis and some reasonable chunk of time. • I would strongly suggest that sections set aside Strategic Planning and Analysis meetings once the incoming Section Chair/leadership team is known (in the fall of the current year) • A strategic plan starts with understanding • Mission/Vision • Goals/Objectives • Priorities/Assets/Constraints/Limitations • Assess and understand Risk

10. Organizing for Execution • “Form should follow Function”… organization should follow intent. • Section organization tends to be prescriptive.. • It does not have to be • Your organization should reflect what you are trying to achieve.

11. Executing your plan • Successful Plan execution requires • Clear set of achievable goals/objectives • A Plan with measurable milestones with defined success criteria • Assigned leader with responsibility, authority and understood boundaries. • Appropriate resources • Regular assessment of status/progress • A vehicle that allows in-process corrections as necessary

12. Assessing Progress • All projects/programs must have measurable metrics • Money spent/committed • Milestones accomplished by certain dates • Number of attendees/sponsors/booths sold • New/recovered members • … Obviously, this assumes that you have set up a system that can collect such metrics in real time.

13. Midyear Correction • Not everything you try will go smoothly • You need to have the visibility to allow you to • Change Goals/Objectives if original are unachievable • Add resources/adjust priorities • Significantly modify or Terminate “You gotta know when to hold’em, know when to fold’em, know when to walk away, know when to run The Gambler

14. Learning from the Effort • Sustainable organizations have the capacity to Learn – (Learning as a process) • This requires • Having a plan • Establishing measurable success criteria • Collecting and analyzing data • Reducing data to knowledge • Understanding why the effort succeeded or failed • Writing it down and modifying the appropriate processes It is not enough for you or your team to know why you failed/succeeded, it is important that future teams know as well

15. Do it again • Organizational maturity is an iterative process… all organizations are on a constant journey • Assessing your achievements and failures is essential to the health of the organization • Doing this yearly allows an organization to learn from it’s experience and generate the next plan, given that learned knowledge • It also provides a vehicle for incorporating new volunteer leadership into the organization

16. Questions/Discussions

17. Backup Slides

18. Region 1 Officer Training Meeting – February, 2018 Session 1 Officer Training Session

19. Resources Available from Headquarters MGA staff

20. IEEE Organizational Governance MEMBERS Assembly BoardofDirectors Publications, Services and Products Board Educational ActivitiesBoard Member&Geo Activities Technical Activities Standards Association Regions & Sections Societies& Tech. Councils & TCs &MSTC&NTCs IEEE-USA Chapters

21. MemberandGeographicActivities Member Experience Geographic Unit Activities Volunteer Experience Business Activities Membership Operations

22. MGA Mission& Vision Vision: Ensure Quality Member Opportunities ThroughContinuousEngagement Mission: Inspire, Enable, Empower andEngage Members ofIEEE For the purpose of… ‐ Fulfillingthe missionofIEEE ‐ Enhancing themember’s growthand developmentthrough their life cycle ‐ Providingaprofessional home

23. KeyMGAFunctions • Member Experience andOperations • Memberand membershipdevelopment,memberresearch,memberproduct portfolio mgmt, myIEEE,IEEE.tv, • Managesthe annual membershipcycleand processingofrenewalinvoices,membershipcards, grade elevationsmembershipprogramsfor both joinandrenew • IEEESupport(Contact)Center • Students,YoungProfessionals,WomeninEngineering,Life Members • Admission&Advancement(A&A)andFellowsprocesssupport GeoUnitOperations&Activities • GeoUnitFormations–Sections,Chapters,StudentBranches VolunteerTraining – IEEE CLE and VoLT • VolunteerTools– vTools,eNotice, EWH,SAMIEEE BusinessownerforIEEE Collabratec™

24. IEEE MembershipByRegion R7–14,826 R10‐109,247 R1to6–170,436 R8–68,895 R9– 16,241 TOTALMEMBERSHIP– 379,645 Data: asof 08-31-2017

25. Havepride in our current position Our current memberexperience is“Good” Overall Satisfaction* VerySatisfyingProducts&Services IEEE Spectrum Online Publications Printed Publications Conferences IEEE E-mail Alias 90,000+NewMembersaYear 65%of Membersjoinbecause someone elserecommendedIEEE to them HigherGradeRetentionis82%+ Very satisfied, 21% Very satisfied, 20% Somewhat satisfied, 42% Somewhat satisfied, 41% Neithersatisfied nordissatisfied, 19% Neithersatisfied nordissatisfied, 20% Somewhat dissatisfied, 13% Verydissatisfied,6% Somewhat dissatisfied, 12% Verydissatisfied,6% HigherGrade withoutGraduateStudents Students IncludingGraduate Students * 2016MemberSegmentationdata

26. But our opportunity is massive Importantproductswhereweneedto improve satisfaction ProfessionalNetworking Discounts OnlineCareerTools ContinuingEducation PromotingtheProfession We lose85,000members per year Welose85%of newmembersin their first 5 years More than 40% of members find IEEE difficult to navigate anduse Studentretentionisonly28% Satisfaction couldbe… Very Satisfied (60%+) Somewhat Satisfied (30%+)

27. A glimpse ofour potential… 11

28. MGA GoalsforMembership EnsureQualityMemberOpportunitiesThrough ContinuousEngagement Deliveringanexceptionalmembershipexperience(50%ormore of membersratingasIEEE membership“topbox”or "verysatisfied") Expanding IEEE's globalmembershippresence. Developingandsupportingapositiveprofessional developmentexperienceforvolunteers who delivertheIEEEexperience. (2016Member SegmentationStudy& Industry research)

29. Implementing the Strategy • Focusonincreasingsatisfactionfortheproductsandservicesinareasmostimportanttomembers • Top5Areas with Largest Importance vs. Satisfaction Gaps: • Online Professional Networking -Career Resources • Discounts - ContinuingEducation • Accessto Information & Publications • Leveragelocallyauthenticstrategiesandexperiences • Exploreinnovativeandexperimentalmodelsformemberengagement • SupportofallIEEEisrequested

30. 2018 Priority Projects

31. Sections CoverBroad Scope Locally Member& GeographicActivities Board GeographicUnit Structure Regions Technical ActivitiesBoard Areas Areas Divisions Section Parent Committees- WIE,YPs, LMC, Consultants Network IEEESocieties&TechnicalCouncils Affinity Groups Chapters Sub- Sections Student Branches Councils SBAffinityGroups SBChapters

32. TIPS for IEEELeaders • ▸LeadByExample • ▸EncourageOwnershipofGoalsthatare • EngagementOriented • ▸UseProjectstodriveeffective Engagement • ▸Focusonkeyaudiences:YP,WIE,LifeMember, students,industryprofessionals. • ▸Measureresults 16

33. Section Leader – Handy Links ▸SectionVitalityDashboard‐http://www.ieee.org/societies_communities/geo_activities/dashboard.html ▸SectionVitalityChecklistandSectionElectionCalendarToolhttp://www.ieee.org/societies_communities/geo_activities/resources/section_vitality.html ▸v‐Tools(Voting,e‐Notice,IEEEWebhosting‐wordpressetc.)‐http://sites.ieee.org/vtools/ ▸MGAWebsite‐https://www.ieee.org/societies_communities/geo_activities/56707_Member_and_Geographic_Activities.html ▸MDWebsite‐www.ieee.org/md ▸SupportCenter‐https://supportcenter.ieee.org/ ▸CenterForLeadershipExcellence,CLE(Officertraining,job descriptionsformostvolunteerpositions)https://ieee‐elearning.org/CLE/

34. Unit Chair – Section, Chapter, Affinity groups Ed Palacio, Dr. Charles Rubenstein, Bob Pellegrino

35. Agenda • Governance-  Chair’s place in IEEE. Responsibilities, Authority, and Accountability.  Organizational linkage • Administration and Reporting - Administrative and reporting requirements • Tools– variety of tools available • Programs– organizing, structuring, running and reporting activities • Affinity Groups and Chapters – role and importance of various affinity groups and society chapters • Vitality & Sustainability – focusing on the member, succession planning, recruitment and retention.

36. Governance Chair’s place in IEEE. Responsibilities, Authority, and Accountability.  Organizational linkage

37. Section Chair • You are the highest ranking elected volunteer leader of a primary IEEE Geographic core Unit • As such, you are acting as a Local General Manager with significant: • Authority • Responsibility • Accountability • All within well specified boundaries

38. Sections CoverBroad Scope Locally Member& GeographicActivities Board GeographicUnit Structure Regions Technical ActivitiesBoard Areas Areas Parent Committees- WIE,YPs, LMC, Consultants Network Divisions Section IEEESocieties&TechnicalCouncils Affinity Groups Chapters Sub- Sections Student Branches Councils SBChapters SBAffinityGroups

39. Your Domain is Quite Broad • You are primarily responsible for the oversight, coordination, finances and reporting of all local member engagement activities within your geographic boundaries • Section Level • All Society Chapters within your domain • All Affinity Group activities within your domain • All Student Branch Activities within your domain • Volunteer Officer Development/Succession • As well as the overall health of your Section

40. Your are not Alone in this Journey • There is a significant superstructure established for the sole purpose of having you succeed • Regional Officers • Area Coordinator • MGA Parent Units – YP, WIE, Students, LM • Societies • MGA Staff They can all provide guidance, best practices, tools and data to help you in your endeavors

41. You cannot, and are not, expected to do this alone • Your Section Organization must be built to allow you to delegate many of these tasks • Your Section must resemble the Regional structure • Chairs and Vice Chairs • Secretary and Treasurer • Society Chapter Chairs • Affinity Group Chairs • Programs Coordinator or Programs Chair • Student Activities Coordinator and Student Activates Rep • Newsletter, Webmaster, Awards, Nomination and Appointment In the end, your organizational structure should be designed to allow you to fulfill your organizational mission

42. YOUR Section is Unique • Whereas there is many things that all Sections have in common, YOURS is quite Unique • Make it your primary duty to understand how/why • YOUR Section has some very specific characteristics • Geographic constrains • Demographics • Industrial Influences • Academic Interests • Technical Interests • Understanding these are what will eventually determine if you are indeed … Inspiring, Enabling, Empowering and Engaging your member.

43. Guiding Documents – Words to live by • YOU must assure that your Section is compliant with all the following documentation • IEEE Constitution • IEEE Bylaws • IEEE Policies • MGA Operations Manual ( section 9,10, 11) • Region Bylaws • Section Bylaws ( If you have them and as approved by MGA and Region) • Section Operating Procedures

44. Understanding and Managing Risk • It is YOUR job to understand the level of risk you undertake: • Financially • Contractually • Legally • It is OUR job (Region, MGA, IEEE) to help you do this • If your Section is conducting or plans to conduct any of the following, make sure you seek appropriate council from above: • issuing invoices to vendors for rendering of services related to IEEE activities; • opening a local bank account; • collection of membership dues; • financial sponsorship of a conference; • offering an educational accreditation program; • compensating individuals for work performed on a full or part-time basis; • purchasing or leasing property: • publication of papers and magazines.

45. Administrationand Reporting Administrative and reporting requirements

46. Administratively, YOU are running an Operating Unit • As such, you must think both long term and short term • Mission, Values, Vision and Strategy • Yearly Operational Plan • Programs/Activities/Initiatives • Budget and a detailed plan for Expenditures • You must also establish a drumbeat for assessing status and correcting if things go out of plan

47. YOU are responsible for Required Responses • Whereas your Section Secretary and Treasurer are tasked with the primary reporting responsibilities • It is YOUR job to make sure it gets done • YOU must report, by Feb 28th • Meeting Activities for Units and Subunits • New Officers and Officer Changes • Finance Reporting • If done timely…by Feb 28th… every unit and subunit will receive a 10% bonus.

48. Additional Requirements • YOU as well as various other officers within your organization must take required training • Ethics • Compliance • YOU and other officers must sign appropriate Conflict of Interest forms More to come in Treasurer and Secretary Session

49. Tools Variety of tools available

50. What is available for you to do your job • SAMIEEE - web enabled tool that allows ad-hoc querying, reporting, and downloading of IEEE membership data. Access to this system is limited to registered users with designated or automatic access. • vTools - simplifies administration by offering web based software, reduces time spent managing activities, and assists in member development. • IEEE e-Notice - electronic newsletter subscription service that has been developed for IEEE organizational units to facilitate email distribution of newsletters, meeting notices, and IEEE conference materials. • Section Vitality Dashboard - monitoring tool for use by section leaders that provides a real time, top-down status view of their section vitality metrics and key activities. • IEEE Center for Leadership Excellence Training for Geographic Unit Leaders – Web based training for everything you need to know about your leadership position within your geographic unit.