5.8.2 Conference Volunteer Leadership   - approved 4/98 -

Overview

IEEE ComSoc currently enjoys a volunteer Conference leadership culture, developed over the years, that is exceptionally sound and responsible. It is based on the assumption (and reality) that our volunteer leaders are responsible individuals who, through a combination of professionalism, common sense, general management experience, and formal and informal "guidelines," follow sound management practices and produce the intended results.

Our track record is indeed remarkable, given the large number of ComSoc sponsored events each year, the marketing practices of the travel and hospitality industry; the budgetary discretion given to most management teams, the competing time pressures on volunteers, the competitive dynamics of the industry we support, and the significant market appeal of ComSoc conferences, several of which return in excess of $100,000.

Issue

The track record, however, is not perfect. There are isolated instances where volunteer conference leadership has not followed good management practice, apparently due to one or more of the environmental factors cited above. The number of incidents seems to be increasing, though perhaps they have simply become more visible.

It appears that, so far, there has been no significant financial or public relations impact, but it is possible that without attention, these isolated instances could propagate and create significant difficulties for the Society in the future. More importantly, however, our culture of maintaining high standards of excellence for our conference leadership is very important to maintain and nurture for its own sake.

Discussion

Incidents of concern generally fall into the categories of conflict of interest or inexperienced management. The Society should not try to eliminate these two problems. It is not only impossible to do but in striving for perfection, greater problems could be created. Instead, ComSoc should contain these incidents of concern to a reasonable level through a combination of leadership, recognition for excellence, and policies and procedures.

Specific Recommendations

Establish and Publicize BoG Leadership: With the leadership of the President, the BoG should make it clear to all ComSoc leaders (as well as to staff) the importance that it attaches to these values. Unless the volunteers who actually head operational units (such as M&C or the ICPB) are sensitive to the BoG’s concerns, time constraints and political pressures can easily sweep problems under the rug.

Direct Financial Surplus to Worthy Causes: Conferences will approach $1M in surplus this year. The Board not only needs to put these surpluses to good use, it needs to persuade the volunteers who produce these surpluses that they are being put to such use. Student travel grants and other programs we already sponsor should be specifically tied to the success of our conferences. Marketing research studies, volunteer recognition programs, and scholarship endowments are other examples.

Strengthen the Stature and Recognition of the ICPB and it's Members: The stature and recognition of the ICPB should be increased so that it attracts good members who enthusiastically carry out their duties. The GICB and the NOMS/IM Steering Committee can serve as models in this regard. As a beginning step, ComSoc could list the members of the ICPB in M&C marketing publications, conference records, and on the WWW site.

Demystify the ICPB: Most volunteers do not know what ICPB stands for. In order to more clearly reflect its true focus and to increase name recognition, the ICPB should reassume its former name, the M&C Board, and the name should be publicized on the web, in Comm Mag., etc.

Continue Development of Policies and Procedures: There are now some thirty M&C Policies and Procedures that fall into increasingly authoritative categories:

400 - under discussion

300 - approved by staff Manager of M&C

200 - approved by volunteer Director of M&C

100 - approved by ICPB

Because of lack of interest, consensus, or simplicity, there are a number of 200 and 300 level Policies and Procedures that have never reached the 100 level. The GICB and the ICPB, based on the recommendations of the Director of M&C, should identify areas where 100 level support of a Policy and Procedure are highly desirable and direct the ICPB to reach agreement on those subjects within a mutually agreed period of time.

Tolerate Exceptions to Policies and Procedures: In most cases, the chief difficulty in drafting acceptable Policies and Procedures is the genuine difficulty of reducing a variety of business situations to simple guidelines. Except where stated to the contrary, Conference Chairs should be permitted to make exceptions to Policies and Procedures, provided that the Director of M&C, through staff, is notified. Both the Chair and the Treasurer should be given individual responsibility for notification.

Selectively Enforce Policies and Procedures: Staff should be empowered by the Board to approve exceptions or to recommend a different course of action by the Director of M&C. At each meeting of the GICB or ICPB Board, a list of exceptions to policy should be reported. The Board(s) should review the exceptions and modify the policies and procedures if justified.

Channel Information Flow: The Manager of M&C must forward all information on Policy and Procedure exceptions to the Executive Director who may then determine if additional notifications are prudent.

Use the Budget Process for Early Warning: The budget process is the first and potentially most important tool that ComSoc can use to identify potential conflicts of interest or inappropriate management. If the Manager of Meetings and Conferences has concerns regarding a budget or a pattern of management, the Manager should be required to report that situation to the Director of M&C and to the Executive Director. Primary responsibility for determining whether special action is required rests with the Director of M&C; however, either may escalate to the VP, Membership Services or to the ComSoc President.

Improving the Quality of Volunteer Conference Leadership through Best Practices: The staff Manager of M&C should draft a brief Best Practices Report including practices of concern of the conference leadership team and provide a copy to the Executive Director and the Director of Meetings and Conferences. The Director of Meetings and Conferences should use these to a) recognize and reward the best teams, 2) provide guidance to the Board(s) in selecting new teams, and 3) provide guidance to the new teams themselves.