NAEM BoD Meeting A Retrospective

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NAEM BoD MeetingA Retrospective

• San Diego, California
• May 9, 2006

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The State of the Association

• NAEM is a financially stable, growing
  association.
• The Associations learning events are well
  constructed executed, bring knowledge to the
  participants, and add value to the professional
  community.
• Staff infrastructure is being developed to create
  implement new programs and initiatives.
• Organization poised to address its next stage of
  operational maturity.

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A Growing Organization

• Founded in 1991 by a small group of Environmental
  Managers.
• Growth by the numbers
• 1994 155 members
• 6 Sponsors
• Corporate, Governmental Non-Profit
  Organizations
• 85 Individual memberships
• 2006 1100 plus members
• 46 Sponsors
• 37 Affiliate Members
• EHS Service Providers
• 357 Individual memberships
• Includes about 250 individual memberships that
  have not renewed

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Historic Revenue Profile
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NAEM Sponsors

• Abbott Laboratories
• ADM
• Agere Systems
• Aggregate Industries
• AMCOL
• Anheuser Busch
• Ashland Inc.
• Atlantic Richfield Co.
• ATT
• Avery Dennison
• Baxter International
• Coors Brewing
• Deere Company
• Duke Power
• DuPont

• Fuji Film USA
• Hewlett Packard
• IBM Corporation
• Inland Paperboard
• ITT Industries
• Kraft Foods
• Lockheed Martin
• Maytag Corp.
• Millipore Corp.
• Mohawk Fine Paper
• Motorola
• NY Power Authority
• OfficeMax
• Parker Hannifin
• Pepco Holdings

PPL Corporation Progress Energy Quaker Chemical
Corp. Raytheon Company Return Logistics
Intl Rockwell Automation Sharp Electronics Souther
n Company Stanford University Steris Corp. Target
Corp. Texas Instruments The Scotts Company US
Foodservice Valspar Corp. Wm. Wrigley Jr. Co.
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Core Purpose Objectives

• To advance the knowledge and practice of
  environmental, health, and safety management.
• Facilitate Peer-to-Peer Networking and Community
  Building
• Provide Professional Development through
  Knowledge Exchange and Educational Resources
• Advance the principles of EHS both as a
  Management Practice and as a Profession.
• Based on NAEM surveys, the evolution of E to EHS
• 1991 5
• 1998 28
• 2003 55

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NAEM Program Foundation

• Association Focus Programs established by the
  customer.
• Survey conducted in 1991 by major consulting
  firm.
• Was the first formal profile of the professional
  environmental manager.
• Findings established the basis of NAEMs
  programs.
• Irrespective of the industry sector in which they
  operate, environmental managers all face a common
  set of management challenges.
• The Association continues to validate and examine
  those key findings through surveys informal
  benchmarks.

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Programs, Initiatives Events

• Learning Events
• Annual EHS Management Forum
• Regional Workshops
• Web Seminars
• Strategic Environmental Management Training
  Course
• Carnegie Mellon University Advance Certificate
  Program in Business Finance
• Member-Specific Programming
• Corporate Sponsor Program
• Benchmarking Survey Projects
• Partner Programming (BNA Survey, AWMA)
• On-line Bulletin Boards
• Electronic paper newsletters

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Program Growth by Deliverable
10
Program Legend
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NAEM Head Count

• 1990-1993
• Public Affairs Co. Management
• 1994
• Hired first FTE
• 1995
• Created Intern position
• 1996-2002
• Staffed by 2 FTE
• Outsourced Accounting (97)
• Forum Event Contractor Support
• Added Part Time CPA (02)
• 2003
• Increased to 3 FTE
• Continuous Intern support, including blocks of
  full-time

• 2004
• Open Program Manager Position

• 2005-2006
• Staffed by 5 FTE
• Executive Director
• Program Director
• Membership Services
• Web IT Support
• Sales Marketing
• Supported by 2 Part-time
• CPA
• Office Manager

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Staff for Programming
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NAEMs Performance Metrics
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2005 Performance Review

• Met or exceeded most objectives. Highlights
  include
• Increase Membership and Maximize revenue
  opportunities from existing programs
  initiatives.
• NAEM realized an 11.7 growth and total revenue
  exceeded budget expectations by more than 60K. 
  Growth was spread across different category
  functions.  Total membership revenue grew 7.3. 
• Expand Staff to meet marketing and programmatic
  objectives.
• Successfully hired three staff (one left due to
  personal reasons), instituted first formal staff
  retreat.
• Realized first stage of marketing plan.
• Develop Web Seminar Program
• Conducted 5 web seminars, of which 2 were
  conducted for revenue. 
• Transitioned from external support to internal
  management.

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NAEM - 2006 Performance Excellence Scorecard
March 2006
PERFORMANCE MEASUREMENT
STRATEGIC DIRECTION
StrategicObjectives
Current-YearInitiatives
Key Processes
Measures of Success

• Operational Areas
• Programmatic
• Maximize Forum Revenue
• Continue to Enhance Workshop Value
• Implement Quarterly ELearning programs
• Conduct Benchmarking
• Organizational
• Increase Sponsor-level Membership
• Formalize Affiliates Program
• Utilize Board Committees
• Initiate Implement Governance Change
• Technological
• Create B2B Program
• Optimize website
• Capacity Building

Vision To advance the knowledge and practice of
environmental, health, and safety management.

• Functional Committees
• Benchmarking
• See Charter
• Forum
• See Charter
• Program Content
• See Charter
• Audit
• See Charter
• Affiliates Council
• See Charter
• Fact (Ad hoc)
• See Charter
• Governance
• See Charter
• Membership
• See Charter
• Strategic Planning
• See Charter

• Programs
• Forum
• Increase attendance by 10.
• Maintain Exhibitor Revenue.
• Conduct 3 Workshops
• Increase total attendance numbers by 15.
• Enhance Program Quality.
• Conduct 4 Web Seminars.
• Conduct 2 Member surveys.
• Initiate B2B Program.
• Enhance Sponsor-level Membership Program
• Re-establish Print Newsletter
• Organizational
• Increase Sponsors by 15.
• Increase Affiliates Council continue to
  enhance.
• Fully deploy committee activity.
• Research Implement Assn Governance.
• Financial
• Manage NAEM to proposed 2006 Budget.

• Strategic Objectives
• Facilitate Peer-to-Peer Networking and Community
  Building
• Provide Professional Development Through
  Knowledge Exchange and Educational Resources
• Advance the principles of EHS both as a
  Management Practice and as a Profession.
• Maintain and grow membership base and promote
  NAEM products services.

• NAEM Staff
• Committee, Project
• Initiative Support
• Content Development
• Facilitation of Content
• Program Development
• Program Implementation

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Performance Goals - 2006

• Programmatic
• Maintain Quantity Quality of Programs.
• Enhance Expand Corporate benefits objectives.
• Develop Deploy new initiatives.
• Financial
• Maximize revenue performance of existing programs
  initiatives.
• Increase Membership (corporate individual).
• Organizational
• Continue to build Staff Capacity.
• Lead transition to new Governance structure.

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Specific Goals Issues

• Areas for Decision-Making Specific Priority
  Initiatives
• Launch additional E-based programs
• B-2-B program
• Web enabled Member Discussion
• E Resource Library
• Further refine Corporate Sponsor Benefit Program.
• Examine future of Carnegie Mellon Program.
• Attain Financial Performance Goal of 20 across
  all revenue categories.
• Ensure adequate support for organizational change.

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Current Structure

• Three types of Memberships
• Individual
• Sponsors (Corporate, Non-Profit, Government
  entities)
• Affiliates (EHS service providers)
• Board of Directors composed of
• Sponsor organizations representatives
• President of the Affiliates Council
• Members of the Executive Committee
• Two elected positions from the Individual
  membership category
• Bi-Annual Elections

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The Governance Tipping Point

• Since 1994, NAEM
• Grew organically without formal marketing,
• Enjoyed steady and continuous corporate
  membership growth,
• Achieved large, stable Board, and
• Reached a tipping point at which the current
  Board Structure was at risk of becoming
  unworkable and not delivering value to its
  participating members.

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Board Action

• Fall 2004
• Board of Directors established goal for expanding
  the organization, identified the need to adopt a
  corresponding governance structure, and
  introduced a trigger point of 50 corporate
  sponsors to initiate change.
• Spring 2005
• Executive Committee identified draft governance
  structure goals, and formally adopted the goal of
  reaching 50 corporate sponsors.
• Board of Directors agrees to the trigger point
  and to move the process forward.
• Fall 2005
• Board of Directors re-acknowledges the growth
  target and supports necessary staffing required
  to achieve that goal.

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Themes for 2006

• Working methodically to reach our corporate
  sponsor target overall revenue goals.
• Confront the challenges of change realize the
  next level of organizational management.
• Transition from individual-effort driven entity
  to a more robust process-based organization
  through continued staff training systems
  advancements.
• Better Leverage Technology to create fulfill
  membership benefits.

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NAEM Objectives

• NAEMs core values are
• Respect for the Individual
• Involved Community
• EHS Stewardship
• Pragmatic Focus
• Continuous Learning
• Ethical Behavior