SHPE - Fall 2007 - (Page 32) LEADERSHPE 2007-2008 approve 10 chapters, possibly assisted by a volunteer core of diplomats. During Phase II (years three and four), an administrative process would be incorporated into office operations with the goal of increasing chapters and visits by 25 percent. At this point, an international affairs officer and an interim international vice president would be appointed. Phase III (the fifth year) would require organizing for world expansion through a SHPE Global structure with a goal of increasing chapters and visitations by 10 percent. In addition to translating marketing tools and Society documentation, the project would also require making IT modifications; establishing a budget for the liaison, vice president, support staff and chapter seed monies; identifying international funding sources; changing/creating bylaw and policies/procedures; defining roles/responsibilities; and implementing governing and dues structures. “I am excited to see this project moving forward as I feel it will fortify the SHPE organization as a global player in today’s environment, benefiting many Hispanics and their advancement,” Jimenez said. “Thankfully, this project began several years ago by other committed SHPE members. We’re now putting on the finishing touches to complete the process.” Management Systems Rafael Rivera, Dora Abreu, Iliana Limon, Kathleen Gonzales This group was charged with defining the roles/responsibilities of SHPE’s leadership, identifying the Society’s values and culture and outlining a task management system. With regard to roles and responsibilities, the team focused on the need for accountability and transparency, not only in financial matters, but in all interactions and relationships as well as in relation to all programs. Over time, the NBOD agreed that such behavior would positively identify the Society in the eyes of all stakeholders. After reviewing SHPE’s current statement of values, the group considered points of emphasis that would enrich SHPE’s culture of professionalism, commitment to diversity and ethical behavior. The team looked to OneSHPE as a solution to task management. Eventually, a software tool on OneSHPE would maintain action items on a living Excel document, 32 assign and track tasks, remind owners of deadlines, print reports of completed or outstanding tasks and sort the information by various criteria. “I would hope that the new management structure would streamline our tasks, making us more efficient,” said Gonzales. Performance Measures Manuel Hernandez, Michael Gutierrez, Frank Barragan A general view of performance measures needed to effectively evaluate SHPE’s chief executive officer, SHPE programs and the National Board of Directors was the task assigned to this trio. Recognizing that performance measures are important in order to understand the direction and value of the organization, they defined three measures. Measure one would be to increase overall membership by 20 percent over the next three years (17,280 by 2010). Measure two would be increasing the national average GPA to 3.25 within three years. Measure three would be increasing the total annual revenue by 50 percent per year ($14 million by 2010). Finally, measure four would be increasing professional membership by 25 percent each year for the next three years. Next the group focused on the performance measures of the CEO. This included increasing all levels of membership and retaining them from year to year as well as sustaining, reactivating and establishing chapters. In addition, he would create metrics to track student members graduating into the work force and SHPE Jr. members entering college. The CEO would also be assessed on his ability to maintain employee and workplace satisfaction; track membership data and program participation; reduce IT user complaints and increase IT reliability and number of users. His oversight of financial matters and the world expansion project would also be taken into consideration. The team also set guidelines with regard to the overall performance of the Society’s programs. For example, success could be measured through increases in: program and SHPE Conference participation; the number and quality of professional development applicants, the number of scholarship applicants and recipients; and number of advanced degrees obtained. Finally, the team established guidelines to assess the performance of the NBOD as a whole, each individual member and each student representative. “It is my desire that the initial measures that have been proposed will lead to a useful method of measurement to gauge the successes or failures of the organization and the people that lead the organization,” Gutierrez said. Operational Model Linda Renteria, Ricardo Carlos, Valerie Valenzuela, Adriana Ocampo This final group focused on reviewing SHPE’s operational model and incorporating into it the functions of the CEO. First it included the CEO’s responsibilities with regard to NBOD meeting procedure such as planning the schedule, locations and agenda. Then it defined the roles and responsibilities of each department of the National staff. Next, it reviewed responsibilities of the standing (Elections; Policy, Procedures and Bylaws; National Affairs) and ad hoc (National Point System) committees which are authorized by the NBOD. Finally, the group outlined a schedule for all the necessary work including the preparation of an updated SHPE handbook that will outline the roles and responsibilities of elected officials. The team highlighted that integrating a CEO into SHPE and incorporating all the changes discussed during the retreat would require continuous updating of the Society’s bylaws, policies and procedures and the cooperation of all responsible parties. However, the team intends to revise and complete the existing SHPE handbook, which incorporates the policies and procedures that govern the organization (including the guidelines for members and newly elected officials) and defines the roles and responsibilities of SHPE. Regional Planning Under the guidance of Antonina Robles, past national student representative and current chairwoman for the National Affairs Committee, each RSR defined the critical issues for his or her region, established SMART goals and developed a strategic plan to achieve them. As they exchanged ideas and best practices, the students fed off of each other’s energy and enthusiasm for SHPE. “The biggest challenge now,” said Jorge Ortiz, vice national undergraduate representative, is conveying that enthusiasm to chapter leaders in our regions and sustaining the energy to make a positive impact.” I SHPE R Fall 2007
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