News Detail

Implementing Our Strategic Plan

12/1/2015

Past Presidents Anne Ellis and Bill Rushing have addressed the development and content of ACI's most recent strategic plan. In addition to reaffirming the vision, mission, and core beliefs of the Institute, this plan articulates strategic goals and objectives for the 2014-2016 period. In this month's memo, I'll discuss one way that the strategic plan has been implemented, and how an effort directed in one area has a much broader impact.

Shortly after the plan was approved by the Board of Direction, each of the Board-level committees was asked to develop proposals to enhance ACI activities in one or more of the key areas of engagement, outreach, leadership, and structure. I attended the summer 2014 meeting of the Technical Activities Committee (TAC), where they developed a list of activities that would enable all technical committees to operate more efficiently and effectively. Many of these ideas were consolidated into a proposal to have an extended training session for technical committee Chairs, with the goals of improving internal committee processes and increasing committee productivity.

The idea of providing training for technical committee Chairs is not new. I remember attending orientation sessions for new committee Chairs during ACI conventions, which morphed into the TAC breakfast for technical committee Chairs. But there simply was too much information to present during these 60-minute sessions. As a result, the presentations were often rushed and the Chairs did not have the opportunity to ask many questions.

This fall, all new technical, educational, and certification committee Chairs were invited to attend a workshop at ACI headquarters. The formal workshop began one afternoon and concluded at noon the next day. This format gives the participants ample time to ask questions and meet ACI staff, and during the evening, the Chairs have the opportunity to interact and develop a sense of community. The format is modeled after the Chapter Roundtables, which are held twice a year, to engage and train officers of ACI Chapters.

Twenty volunteers attended the first Chair workshop in September, representing technical committee Chairs, educational committee Chairs, TAC, the Educational Activities Committee (EAC), and the Executive Committee. Issues that commonly cause confusion—such as balloting, resolving negative votes, and holding virtual committee meetings—were discussed in depth.

Although this workshop was targeted toward technical committee Chairs, similar events are being planned for developing leaders throughout the Institute. Like the private sector, training of the workforce is a very wise investment for ACI.

By far, the most important resource that ACI has is its volunteers. If we were to estimate the value of the volunteer contributions to our technical, educational, and certification efforts, the total would be on the order of $40 to $50 million per year. Training makes sure that our volunteers are prepared to work as efficiently as possible—in other words, maximize the time they spend using their technical knowledge and expertise, while minimizing the time they spend dealing with administrative issues.

It is my belief that this initiative inspired by our Strategic Plan will allow our committees to operate more efficiently, provide opportunities for personal and professional growth, and highlight the importance of developing consensus.

Always advancing…

Sharon L. Wood