ࡱ> %` i,bjbj"x"x cp@@0%< < < $ R?R?R?P?D?f ׏h@@"@@@#J#J#JVXXXXXX$?h|< #JG>#J#J#J|@@ !M!M!M#JZ@< @V!M#JV!M!MjR< Ƌ@@ pj.W R?Jn20׏&;KKf;dƋƋL;< !M#J#J#J||Lp#J#J#J׏#J#J#J#Jf f $ D%f f %` t   AIChE Strategy Implementation Structure Summary This document supplements the AIChE Strategy Project Final Report (available on the AIChE website) containing the strategic goals approved by the Board of Directors at the April 2008 meeting. The strategy document identified five strategic goals with a time horizon of nominally 5 years. Become a global organization of chemical engineering practitioners Strengthen industry and technology groups and create new groups where needed to support the diverse interests of members Aggressively develop innovative new products and services for members based on web-based technologies Engage with others to improve the undergraduate curriculum in chemical engineering and promote life-long learning Impact societal issues by informing and educating the public and government in complex technical areas Our vision is for AIChE to be one of the premier technical societies serving chemical engineers. Our stated mission is to advance chemical engineering in theory and practice, to maintain a high professional standard among the members and to serve society, particularly where chemical engineering can contribute to the public interest. In order to achieve this vision and mission we need to be financially sound and deliver quality service that results in member satisfaction. Three enabling goals were approved that will be important in achieving the strategic goals: Identification of alternative business models that rely less on membership dues. The plan commits the Institute to no increase in the level of dues for the next five years. Make membership in AIChE more inclusive Improve the operational effectiveness of AIChE Plans for communicating the strategy to volunteer leaders, stakeholders and membership at large will be provided in a separate document. The implementation plan structure and responsibilities are presented below. Implementation Plan Structure Five Strategic Goals This document establishes responsibilities for implementing the goals, which includes developing guiding metrics, identifying a detailed set of activities with milestones, and establishing component metrics for each of the activities. The guiding metrics for each goal will provide a high-level measure of the desired outcome for achieving the goal. These guiding metrics and the detailed set of activities needed to achieve the goal, along with the component metrics that will measure success in carrying out the activities, will be defined by the responsible entities. The component metrics are input to the guiding metrics for the respective goals. The following tables summarize the oversight responsibility, the lead individuals and staff support for each goal. Table 1: Strategic Goal Responsibility and Support GoalOversightLead ResponsibilityStaff SupportStrategic Goal 1: Become a global organization of chemical engineering practitioners International CommitteeIgnacio Grossmann Maria BurkaScott BergerStrategic Goal 2: Strengthen industry and technology groups and create new groups where needed to support the diverse interests of members CTOCGeorge Liebermann John EkerdtJune WispelweyStrategic Goal 3: Aggressively develop innovative new products and services for members based on web-based technologies StaffBette LawlerBette LawlerStrategic Goal 4: Engage with others to improve the undergraduate curriculum in chemical engineering and promote life-long learning CEOCMichael Porrier Freeman SelfRick CainStrategic Goal 5: Impact societal issues by informing and educating the public and government in complex technical areas SIOCTom Marrero Tim OdiSteve Smith Enabling Goals The oversight responsibility for the enabling goals is with the Board of Directors. Two Directors from the Board have been designated to lead each goal initiative. AIChE members will be part of the task teams that will address these goals. Table 2: Enabling Goal Guiding Outcome Metrics and Illustrated Activities GoalOversightLead ResponsibilityStaff SupportEnabling Goal 1: Identification of alternative business models that rely less on membership dues. The plan commits the Institute to no increase in the level of dues for the next five years Board of DirectorsFred Krambeck John TaoRick CainEnabling Goal 2: Make membership in AIChE more inclusive Board of DirectorsPhil Westmoreland Wendy YoungCathy DianaEnabling Goal 3: Improve the operational effectiveness of AIChE Board of DirectorsCheryl Teich Jennifer CurtisFelicia Guglielmi Financial Constraints The key long-term financial goal of the Institute is to achieve a targeted net asset level and to maintain a balanced budget thereafter. Therefore, the activities that can be undertaken in support of the strategic goals must be prioritized with respect to the resources that are required versus those that are available. The prioritization will occur at three levels: The Executive Director and staff leadership team will prepare their base budget for the coming year. In that process they will decide which staff will be assigned to various activities, what funds will be budgeted and what goals will be established for the staff. The entities of the Institute (Operating Councils, committees, task teams, etc.) will prepare their requests for funding of initiatives that require resources (financial or staff time) not otherwise included in the base budget. These requests will be reviewed by the Finance Committee as part of the annual budget process. They will be ranked by the criteria of their contribution to advancing the strategic goals. Each entity will also prepare an annual plan of activities. These plans will include activities that do not require additional financial or staff resources, as well as those requiring funding. Each entity will prioritize the activities according to the enthusiasm and interest of the volunteers within the entity. Their plans will be reviewed annually at the fall meeting of the Board and Operating Councils. Feedback and suggestions will be provided to the entities. This process ensures that the Institute maintains a balanced budget and allocates its scarce resources to the most important goals. The relative rate of progress toward achievement of each strategic goal will be determined by the prioritization of activities at each of the three levels. The leaders of the Institute will effectively vote with their decisions on prioritization as to which goals are most important to advance in a given year. Perspective on Oversight Responsibility As previously noted, one organization entity is assigned responsibility for oversight and monitoring of each overall goal. There will be multiple entities that have responsibility for the activities for achieving a specific given goal. For example, for Strategic Goal 1 (the global goal) oversight responsibility lies with the International Committee, but CTOC will have the lead for international conferences. As another example, multiple entities will contribute to Strategic Goal 3 (the web based goal). It is also important to see this implementation plan structure in context. Many activities that the Institute presently does are not highlighted in the goal statements (e.g. publish journals, provide insurance, or organize the ChemE car competition). These are important activities that will continue. To be effective, it will be important to utilize the goals and implementation structure to increase our flexibility and ability to respond to priority needs of the membership. The Path Forward The following flow diagram summarizes the primary activities and schedule.           Note: One organization unit is given responsibility for oversight and monitoring the guiding metrics for the goal. There will be multiple entities responsible for implementing each goal. The entities responsible for a given activity have responsibility for metrics associated with that activity.  Note: One organization unit is given responsibility for oversight and monitoring the guiding metrics for the goal. There will be multiple entities responsible for implementing each goal. The entities responsible for a given activity have responsibility for metrics associated with that activity.  Note: Inclusion in this goal is focused on membership requirements and where we draw the boundaries. Inclusion in the context of diversity is included in the Societal Impact goal.     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The strategy document identifieN,,21=2,'!,-3/32,2N,22,2!,TT g@j@wLPd2T g@j@ w9L five strategic goals with a time horizon of nominally 5 !2,'!,-1,13,'H2,N+22!-222!21N2,/3 Tp4g@j@4LXyears.0--!'TTLg@j@LP . % TT4itg@j@4_LP 6Rp@Symbol 8y ,J"2"2,"22,"2!!2,"2!,N,!",,22,,"'2,,,'"',!321",2,N,,",312-,!Tdw  g@j@wr LTs. ' T4  g@j@4 aLOur stated mission is to advance chemical engineering in theory and practice, to maintain a high H2!!',,2!N''22!'!2!,22,2-,!,3,N,,!,312-,!22!2!2,2#0",22!2",,,,!2!N,2,2!,!223 Th4 o g@j@4X ZLprofessional standard among the members and to serve society, particularly where chemical 2!2!,''22,4',23,!25-N22142-4N,N2,!(4,23424',!2-4'2,,043,!,2,!04H3,!-4,2,N-, T4q F g@j@4 ALengineering can contribute to the public interest. In order to a,213,,!31#,,2#,22!23,"2"2,"222,"2,",'## 2"2!2-!"2"-TG q  g@j@G "Lchieve this vision and mission we ,2,2-"2'"2'22",22"N''22"H, T4 U g@j@4> eLneed to be financially sound and deliver quality service that results in member satisfaction. Three 2,,222,!2,2,,0'3222,222,2,!22,0(,!2,&" WMFC $$z,2,!,'2'2N,N2,!','!,,22=2!,- TL4W c g@j@4 ULenabling goals were approved that will be important in achieving the strategic goals:,2,22113,'H,",,22"22,22,H2,N22!,22,,2,2213,'!,-1,13,'TTdW  g@j@d LP - TT4 `;g@j@4$LP - % TT;g@j@LP.% TTE_g@j@LP h% T`Eyg@j@`"LIdentification of alternative busi 3,2!,,22 2! ,,!3,2, 22'TzEg@j@z9Lness models that rely less on membership dues. The plan 2,'' N22,' 2, !,0 ,'' 22 N,N2,!'22 22,' =2, 2,3!"  T8`(g@j@`RLcommits the Institute to no increase in the level of dues for the next five years.,2NN'2,2'2,2222,!,,(,22,,2,2!22,'!2!2,3,3!2,0--!'TT(g@j@LP -!"  % TT(g@j@LP.% TT2_g@j@LP h% T8`2M g@j@`'LMake membership in AIChE more inclusiveY,2,N,N2,!'222I!C2=N2!,2,2'2,TTN 2z g@j@N LP -!"  % TTg@j@LP.% TT_g@j@LP h% T`` g@j@`.LImprove the operational effectiveness of AIChE N2!23,2,22-!,22,,!!-,2,2,''2!J C2=TT  g@j@ LP .!"  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Tl4)g@j@4LXThis =2'T|)g@j@L\document22,2N,2T`)g@j@LT es,'Tx) g@j@L\tablish,2'2T )g@j@ Ltes responsibilities,'!,'222'2,'Td)n g@j@LT for!2!To ) g@j@o  L( &FWMFC$$zh implementingN2,N,221T )C g@j@  L` the goals2, 12,'TD )g@j@D L, which includes developing H3,22,22,'2,2,2231 Tt4 g@j@4\Lguiding metrics, identifying a detailed set of activities with milestones, and establishing 12231CN,!,'C3,2!031C-C2,,,2C(,C2"C,,2,'CH2CN,'22,'C,22C,',2'222 T\4' g@j@4i-Lcomponent metrics for each of the activities.,2N222,2N,!,'!2!,-,22!2,-,2,'TT( T g@j@( iLP - TT4`g@j@4LP - T4fg@j@4O"LThe guiding metrics for each goal =2,%12222$N,!,'%!2!%,,,3%12,$TX;fg@j@OLPwiHT`<fg@j@<OLTll $Tx fg@j@OL\provide2!222-Tx  fg@j@ OL\ a high$-$212TT  fg@j@ OLP-!TD fg@j@ O)Llevel measure of the desired outcome for ,2,$N-,'2!-$2!$2,$2,'",2$22,2N-$!3" T4hZg@j@4Ltachieving the goal. ,,2,231!2,"13,!T[h g@j@[LThese guiding metrics and t=2,(,"12221!O,!,'!,23!T` hQ g@j@ LThe 2,!TR h g@j@R Lldetailed set of2,,,2!(,!2!TT h g@j@ LP "T h>g@j@  Ldactivities ,,2,'!T?hg@j@?Lxneeded to achieve the 2,,2,3!2!,,2,3,!3- Td4Lg@j@45LTgoal12,TTLg@j@5LP,TTLg@j@5LP &TPF Lg@j@5+Lalong with the component metrics that will ,231&H2&2,&,3N222,2&N,!,'&2,&H&TxG  Lg@j@G 5L\measureN,,'2!,T8 Lg@j@ 5'L success in carrying out the activities&'2,,,''&2&,-!#/31&22&2,&,,2,'TTLg@j@5LP,TTLg@j@5LP % 666666666666666666666666666666666666 6 66 6  6 66 6  6 66 6  6 66 6  6 66 6 66666666666666666666  ."System-@Times New Roman-  2 k ,',`V 2 VV`1 2 `V` ,`V''@Times New Roman- 82 AIChE Strategy Implementation            2 V Structure   2  @Times New Roman- 2   2  2 kSummaryt   2   2 k -82 kThis document supplements the      @2 o#AIChE Strategy Project Final Reportt           2   2 (.2 available on the AIChE      2 kwebsitet  2 ) 2  22 containing the strategic g       2 oals t  2  approved   22 by the Board of Directors        2 at the t    2  April 2008  2 ` J2 k*meeting. The strategy document identifie           2 d a2 9 five strategic goals with a time horizon of nominally 5              2 !kyears.   2 ! - 2 7k @Symbol-@"Arial-- 2 N - 2 N -n2 NBBecome a global organization of chemical engineering practitioners                    2 N ,'- 2 f - 2 f -.2 fStrengthen industry and       m2 f[A technology groups and create new groups where needed to support s                ,';2 { the diverse interests of members         2 { ,'- 2  - 2  -2 RAggressively develop innovative new products and services for members based on web                     2 Y-,'&2 based technologies     2 5 ,'- 2  - 2  -_2 8Engage with others to improve the undergraduate curricul               :2 fum in chemical engineering and        ,'2  promote life    2 -2  long learning    2 m ,'- 2  - 2  -2 WImpact societal issues by informing and educating the public and government in complex                      ,'"2 technical areas   2  ,' 2 k 2 /k^Our vision is for AIChE to be one of the premier technical societies serving chemical engineer                     2 /Ss. 2 EkaOur stated mission is to advance chemical engineering in theory and practice, to maintain a high                        2 [kZprofessional standard among the members and to serve society, particularly where chemical                        m2 qkAengineering can contribute to the public interest. In order to as              >2 qV"chieve this vision and mission we        2 keneed to be financially sound and deliver quality service that results in member satisfaction. Three                          2 kUenabling goals were approved that will be important in achieving the strategic goals:x                     2   2 k - 2  - 2  ->2 "Identification of alternative busi       a2 9ness models that rely less on membership dues. The plan             ,'2 Rcommits the Institute to no increase in the level of dues for the next five years.                     2  ,'- 2  - 2  -F2 'Make membership in AIChE more inclusive             2  ,'- 2  - 2  -P2 .Improve the operational effectiveness of AIChE          2  ,' 2 $k 52 :kPlans for communicating the       q2 :RDstrategy to volunteer leaders, stakeholders and membership at large                 I2 Pk)will be provided in a separate document.            2 P  2 fk 2 |kThe 2 | im 42 |plementation plan structure        @2 |r# and responsibilities are presenteds        2 |t below   2 |. 2 |  2 k -72 kImplementation Plan Structure           2 j - 2 k -)2 kFive Strategic Goals      - @ !k- 2  2 kThis w 2 document  2  esu2 tablisht  (2 'es responsibilitiess  2  for 2   implementing   2 ;  the goals  52 , which includes developing         2 k\guiding metrics, identifying a detailed set of activities with milestones, and establishing                    O2 k-component metrics for each of the activities.           2   2 ,k >2 Bk"The guiding metrics for each goal        2 B~wi2 Bll r2 Bprovidet   2 B a hight   2 B-I2 B)level measure of the desired outcome for i           )2 Xkachieving the goal.      42 XThese guiding metrics and t       2 Xhe h "2 Xdetailed set of      2 Xe 2 Xk activities   ,2 Xneeded to achieve the      2 mkgoal  2 m, 2 m L2 m+along with the component metrics that will s        2 mmeasuret  F2 m4' success in carrying out the activities            2 m[, 2 m` -՜.+,D՜.+,h$ hp  U.S. Dept. Of Energy, NETL@' &Strategy Implementation Plan Overview Title P (4d|_AdHocReviewCycleID_NewReviewCycle_EmailSubject _AuthorEmail_AuthorEmailDisplayName_PreviousAdHocReviewCycleID_ReviewingToolsShownOnce(Strategy Website Communications - DRAFTrickc@aiche.org Rick CainvQ  !"#$%&'()*+,-./012345678:;<=>?@BCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~Root Entry F@ Y Data 91TableAWordDocumentcpSummaryInformation(lDocumentSummaryInformation8CompObjq  FMicrosoft Office Word Document MSWordDocWord.Document.89q