SHPE - Fall 2007 - (Page 30) LEADERSHPE 2007-2008 T By Leilani Rangel SHPE’s National Board, student representatives, committee members and national staff worked in groups to strategize on the future of the Society. The retreat at the IBM facility in Austin, Texas, was made possible with the assistance of IBMers Raul Muñoz and Enrique Gomez (Back row, first and second from left). Mapping a Successful Course E ach year, SHPE’s National Board of Directors, committee chairs and national staff convene to analyze the challenges facing the organization, focus on the year to come and expand on the Society’s vision for the future. This year’s retreat was particularly beneficial, with each current NBOD member having previously served on the national board and having familiarity with the retreat’s objective. Their experience, insight and passion enabled productive sessions at the IBM facility in Austin, Texas, and yielded clear changes that will ensure the success of the Society’s revamped structure and its new chief executive officer. “Changing an organization that has been successful for 30 year is not easy,” acknowledged Enrique Gomez, director of CRM Solutions, IBM Global Services, who also served as facilitator for the strategic planning retreat. “SHPE has a board of directors, that being true engineers, are also very hands on. Now it’s time to focus on strategy and direction and empower the new CEO office to focus on execution. This will propel SHPE to the next level and will allow us to make the leap from good to great.” National President Diana Gomez concurred. “We do a lot of good things for our community, but we’re not where we want to be in terms of growth because (as a volunteer board) we are constantly limited by the difficulty of implementation.” The participants divided into small 30 work groups and tackled several strategic areas. By the end of the retreat, they were united in defining the new way that SHPE would do business with a CEO at its helm. Core Programs Allan Morales, Rafaela Schwan, Conchita Jimenez-Gonzalez A color-coded dashboard metric was developed to measure the success of SHPE’s core programs, which center on four main areas: professional development, academic excellence, executive board transition and E-Week. An assessment would be based on three criteria: whether the program was executed; how well it was attended (based on percentage of members); and if it accomplished the desired outcome. Red would be assigned to a program that scored 30 percent or less, meaning that it needed help in reaching its target. Yellow would be assigned to programs that scored approximately 60 percent, signifying that it could benefit from additional help. A successful program that scored 90 percent would be marked in green, providing an example of best practices. The team determined that the CEO would consult with the national and regional leaders, AHETEMS and the National staff but would be held accountable for all these programs; however, in most cases, the responsibility to implement programs would fall upon the local chapters and a CEO appointee. The reviewers’ recommendations as well as new programs would be approved by the NBOD and then implemented by the CEO or the AHETEMS director of programs. World Expansion Project Annette Jimenez, Benjamin Camarena, Ismael Mendoza The World Expansion Project would be executed in three phases over a five-year period. During Phase I (the first two years), SHPE would implement a temporary process of international membership requiring minimal process changes. As associate members, internationals would be serviced through a liaison that operates under the NBOD. The goal would be to SHPE R Fall 2007
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