ࡱ> hjg 5#bjbj 4Jhh599999MMMM$q|M6KJJJJJJJ$LOJ9J99J""99JJYFDIM G&JJ<6KGPBPLIP9Iv>TDJJ6KP : SWE GOVERNANCE BACKGROUND BRIEF FY 2003 Council of Section Representatives (CSR) became Council of Representatives (COR) in part to acknowledge MAL & Collegiate participation  FY 2004 (October 2003 Birmingham) COR role changed from policy making to more strategic. Develop and adopt long range Society goals* Develop and adopt external policy statements* Established Speaker and Deputy Speaker* *added in FY04 Set Society dues Review and approve Bylaws changes  FY 2007 (October 2006 Kansas City)  COR formed Governance Focused Interest Group (GFIG) to evaluate effectiveness of COR. During the year, GFIG surveyed COR representatives and noted: COR rep participation is inconsistent Sporadic attendance at COR meetings sometimes compromises quorum and ability to conduct business Many COR reps are not knowledgeable on issues or engaged in deliberations COR Mega Issue discussions are intense, but not aligned with Society policies and often not with the Society Strategic Plan. (Possibly due to rep unfamiliarity with past discussions and issues) COR reps also have Section and Region responsibilities that divert energy and attention  FY 2008 (October 2007 - Nashville) GFIG delivered COR Governance White Paper to COR who reaffirmed their strategic and legislative roles as defined in FY04 and directed GFIG to: Evaluate COR Size (right-size analysis) Develop recommendations for making COR more effective Develop recommendations for better supporting Society strategies and policies  FY 2008 (10/07 to 06/08) In response to COR direction, the GFIG: Interviewed COR reps, past and present. Hosted facilitated sessions of SWE leaders to discuss COR issues (BoD, Strategic Planning Committee, Region Governors, COR members and alternates even with funding 3 Regions did not participate) Establish and conduct open conference calls spring 2008 to solicit input Conducted two surveys on COR structure and function of COR with all voting & nonvoting members  FY 2008 (06/08 ) Based on this information, GFIG developed recommendations and presented them to the COR. COR endorsed these recommendations in June and directed GFIG to develop Bylaws changes for consideration at the 2008 National Conference in Baltimore.  FY 2009 (7/08 present) Once the COR endorsed the GFIG recommendations, the GFIG: Conducted two surveys on the composition and role of COR with COR and alternate COR reps, BoD, Region Governors, MAL President, Board of Trustees, Region Councils, Section Presidents, Fellows, Past Presidents and the FY 08 and FY 09 Society Leadership which included collegiates. Is developing draft of bylaws changes to be posted by September 24  SWE GFIG FINDINGS: COR GOVERNANCE ISSUES Based on the premise that the role of the COR is both strategic and legislative, the GFIG affirmed that the COR should continue to: Develop and adopt long range Society goals Develop and adopt external policy statements Set Society dues Review and approve Bylaws changes Therefore, it is imperative that COR representatives be knowledgeable, engaged and focused on the issues related to the governance of SWE. The GFIG evaluated the data gleaned over a two year investigation period involving a wide cross section of SWE members and leaders, including the COR itself and identified major issues that compromise COR effectiveness and impede Society progress towards its strategic goals. These issues fall into three main categories: (1) Representative Attendance and Engagement; (2) Representative Effectiveness; and (3) Society Governance. Representative Attendance and Engagement COR rep turnover is very high; little continuity from year to year COR rep participation is poor and inconsistent: Less than 50% of the reps report by the deadline Even with funding and outreach three Regions did not participate in GFIG deliberations Only 46% participation in FY 07 survey Average of 31% participation in the FY 08 surveys. During F2F meetings, reps often leave the meeting compromising the ability to conduct business Many COR reps noted that they are not as engaged as they probably should be. Representative Effectiveness Many COR reps are not as familiar or conversant on the issues when they come to meetings Alternate reps often have not been trained or brought up to speed on meeting etiquette or on the issues when they arrive COR reps turnover makes it difficult to deal with Mega Issues from one year to another such as COR Governance COR reps also have Section and Region duties and responsibilities which can divert attention and energy from focus on national issues. Work is focused primarily once a year (around national conference), while Society is running and needs work done on a more frequent basis. Society Governance Issues 10 15% of Sections do not have an elected representative in any given year Overall less than 50% of COR representatives report by the deadlines Majority of COR do not participate beyond the F2F meetings - less than 10% of the current COR participate in committees or task forces Current COR is 165 members too large to effectively conduct business in a short time. PROPOSED STRUCTURE OF SWE SENATE The SWE Senate, which would replace the existing Council of Representatives, is a high functioning deliberative body focused on the long-term strategic position of the Society. The Senate also retains legislative duties such as changing bylaws and setting individual dues. Senators would conduct the business as is currently outlined in the bylaws, focusing on national Society concerns. Voting membership of the SWE Senate: Two professional senators per region, elected by the professional members of each region; One collegiate senator per region, elected by the collegiate members of each region; Two international senators, elected by the international members; and Two optional special senators, elected by members of the senate Non-voting membership of the SWE Senate: The SWE Board of Directors (including the Speaker of the Senate and the Director of Regions) The Deputy Speaker of the Senate The Deputy Director of Regions Total membership would be 32-34 voting members and 13-14 nonvoting members, for a total of 45-48 members, an effective size for high-quality deliberation and interaction. IMPACT OF THE RESTRUCTURE ON THE REGIONS/SECTIONS Each Region Council would retain its current composition, which is based on the number of members: 1-4 reps for each professional section 1-4 reps for the MALs in the region 1-2 reps for the collegiate members in the region Region Councils would be primarily responsible for local and region-level programs and systems, and reps would continue to serve at this level as they do today. 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