Hello! October Town Hall Meeting ASQ Charleston, Section 1122 October 8, 2015

About ASQ

Who We Are

What Is ASQ? ASQ (American Society for Quality) is a global community of people dedicated to quality who share the ideas and tools that make our world work better.

ASQ Mission Statement To increase the use and impact of quality in response to the diverse needs of the world.

ASQ’s Vision By making quality a global priority, an organizational imperative, and a personal ethic, ASQ becomes the community for everyone who seeks quality concepts, technology, or tools to improve themselves and their world.

Locations Headquarters in Milwaukee, WI ASQ Global –National Service Centers WorldPartners® –

One Family of Companies ANAB –ANSI-ASQ National Accreditation Board ACLASS ANAB FQS Exemplar Global

What We Do

Product and Service Offerings Membership Offerings Quality Body of Knowledge (QBoK ® ) –Knowledge Offerings (information) –Learning Offerings (education and training) –Certification Stewardship of Quality

Membership Offerings Membership Networking Social Networking

QBoK ® Offerings ASQ Knowledge Center – Quality Press ASQ Learning Institute – Certifications –

QBoK ® Venues (continued) Standards Research World Conference on Quality & Improvement – World Quality Month –

Stewardship of Quality Offerings Social Responsibility – Quality for Life™ – Advocacy

ASQ Structure

Update on the Performance Awards & Recognition (PAR) Program

Objectives Understand drivers for change in ASQ and its member units Explain program requirements Review good standing requirements and deadlines Provide recognition structure

Key Drivers Member Value –Anyone can join, but member value will keep them engaged and active Recognize and reward practices that: – Promote growth – Generate member excitement – Leverage global collaboration and outreach

Performance Awards & Recognition (PAR)

Good Standing Requirements Participation in PAR is NOT mandatory. However, the prerequisite for PAR Awards is Good Standing: On time submission of officers & required committee chair lists No unpaid/non-members in officer/required committee chair positions On time submission of business plan, budget and financial reports

Key Dates for Sections YEARDUE ACTIVITIES & REQUIREMENTS Apr Quarterly financial Report 31-May Innovation Intent to Apply deadline 30-Jul Quarterly financial Report 31-Oct Quarterly financial Report 1-Nov Officer & committee lists provided for 2015 submitted 15-Dec Strategic & financial plans for 2015 submitted 15-Dec Innovation application deadline 31-Dec Current required officer & committee chairs still in compliance (no unpaid or missing) Feb Audited financial reports submitted Divisions YEARDUE ACTIVITIES & REQUIREMENTS 31-MayInnovation Intent to Apply deadline Oct Draft versions of 2015 strategic & financial plans due 1-Nov Officer & committee lists provided for 2015 submitted 15-Dec Final versions of strategic & financial plans for 2015 submitted 15-Dec Innovation application deadline 31-Dec Current required officer & committee chairs still in compliance (no unpaid or missing) 31-Dec Participation in a minimum of 75% group calls/in-person meetings during Feb Audited financial reports submitted

PAR at a Glance – Performance Member Value Creation 70% of annual revenue spent on activities that provide value Measured by annual financial report Budget template identifies categories Member Leader Engagement Annual improvement in favorable responses Measured by survey conducted late summer/fall Encourage participation in your member unit Member Retention & Growth Annual improvement in these two areas Monthly report; measure comes from December

PAR Update – Performance (continued) In 2014 many MUs did not maintain Good Standing Quarterly and/or annual financial reports not submitted Officer & required committee chair lists not submitted Unpaid/non-members in officer/required committee chair positions 2014 PAR Performance Awards Multiple level awards versus one award for all performance measures – Gold, Silver, Bronze and Honorable Mention Honorable Mention was included for MUs with improvement in either Growth or Retention (but not achieving Gold, Silver or Bronze).

PAR at a Glance – Innovation Participation by Intent to Apply and Application Innovation categories are:  Training & Education  Community Outreach  Networking  Knowledge & Information  Certification  Engagement  Leadership Development Applications will be posted for sharing Judges’ Feedback Reports are confidential

PAR Update – Innovation (continued) Good Standing is also a prerequisite for Innovation awards. In 2014 many MUs did not maintain Good Standing. Quarterly and/or annual financial reports not submitted Officer & required committee chair lists not submitted Unpaid/non-members in officer/required committee chair positions 2014 PAR Innovation Awards Silver, Bronze and Honorable Mentions were awarded Honorable Mentions were awarded for MUs with innovative ideas but scores did not justify award

PAR for 2015 The PAR Program is evolving; improvements will be made by ASQ and the PAR Committee Review the minimum requirements report at least monthly; links provided in FFF Become familiar with the good standing requirements and build compliance into your annual plan to stay on track New report will help you keep better track of compliance and PAR measures

ASQ Strategic Plan 2016 Business Plan Deployment Update as of Sep ’15 Luis Morales, RD

To provide member leaders around the world with communications and tools pertaining to ASQ’s strategic plan to help them best align resources and efforts to ensure ASQ’s goals and objectives, including the 2020 goals, are achieved. Purpose

 Improved Results  Better Focus & Alignment  Increased Engagement Why Strategic Planning? Align goals, methods, and resources throughout the organization around a clearly understood vision.

Focus Focus on a Few Important Objectives Align Align Efforts to ASQ Strategic Direction Execute Execute Action Plans with Efficiency Key Messages

MISSION To increase the use and impact of Quality in response to the diverse needs of the World. VISION By making quality a global priority, an organizational imperative and personal ethic, ASQ will become the community of choice for everyone who seeks quality concepts, technology, and tools to improve themselves and their world. VALUES Providing Value to Members of the Community Innovation and Quality People With Passion and Commitment Teamwork and Partnering STRATEGIC OBJECTIVES 1) Accelerate Growth 2) Increase Impact 3) Achieve Operational Excellence STRATEGIES What ASQ must do to achieve expected growth, impact and operational excellence, and realize the 2020 Goals ( ) 1)Global Expansion – Leverage the ASQ brand to increase market share worldwide, emphasizing growth in current and new ASQ markets 2)Membership Transformation – Serve the needs of individuals around the world to ensure their professional success through membership, products, and services 3)Growing Organizations – Serve the needs of organizations around the world providing quality solutions to increase impact through membership, products, and services 4)QBOK Leadership – Design and develop relevant, innovative offerings that directly influence how our customers practice quality 5)Operational Excellence – Empower employees, collaborate with member leaders and design and deploy reliable systems with technology that provide an exceptional customer experience 6)Gift of Quality – Enhance the ASQ brand by supporting the use of quality to make the world a better place ASQ Strategic Plan Page 1 September 1,

Objective 1: Accelerate Growth KSIs Total Operating Revenue Return on Operating Revenue – TOTAL Percent Revenue – Non-North American Sources Percent Revenue Growth – Organizations Percent Year -over -Year Individual Member Growth Percent Year- over -Year Organizational Member Growth Objective 2: Increase Impact KSIs Global Brand & Reputation Composite Score Net Promoter Score Objective 3: Achieve Operational Excellence KSIs Key Product and Services Satisfaction Key Projects Meeting Milestones According to Plan Percent ASQ’s QBOK via Single Point of Entry Workforce Engagement – Global Staff Workforce Engagement – Member Leaders 2020 Goals, Strategic Objectives & Key Success Indicators (KSIs) 2020 GOALS By 2020 ASQ is recognized as the preeminent society in the world for leadership in advancing quality philosophy and practices. Within 5 years, 50% of earned revenue will derive from non-North American sources Growth to 150,000 individual members with a member retention of at least 76%. A doubling of organizational member growth with organizational member retention at 85% or higher. A Net Promoter Score (NPS) of at least 25. Access to 100% of ASQ’s QBOK® via a single point of entry. In order to achieve the above we need to be innovative, customer-centric focused, have globally- integrated governance, infrastructure, and operations that offer a personalized experience to both individuals and organizations. Page 2 September 1,

2020 Goals By 2020 ASQ is recognized as the preeminent society in the world for leadership in advancing quality philosophy and practices. Within 5 years, 50% of earned revenue will derive from non- North American sources Growth to 150,000 individual members with a member retention of at least 76%. A doubling of organizational member growth with organizational member retention at 85% or higher. A Net Promoter Score (NPS) of at least 25. Access to 100% of ASQ’s QBOK® via a single point of entry. In order to achieve the above we need to be innovative, customer- centric focused, have globally-integrated governance, infrastructure, and operations that offer a personalized experience to both individuals and organizations.

Retention & Growth Performance

237 Sections with an average of 65% retention

 Aug 3, 2015: 2016 Strategic Plan Draft ready  Sep 1, 2015: 2016 Planning Templates available  Sep-Oct, 2015: Begin 2016 planning  Nov 1, 2015: Draft MU’s Business & Budget Due  Nov 6, 2015: 2016 Strategic Plan approved by BOD  Dec 1, 2015: MU’s Plans Reviewed by TCC/SAC  Dec 15, 2015: Final MU’s Plans are due  Jan 1–Dec 31, 2016: Implement The Plan Key Events & Dates Dates May Change

What Member Units Can Do Now? 1.Establish a Business Planning Team. 2.Communicate the ASQ Strategic Plan to your Council & Members. 3.Conduct 2016 Planning Session. 4.Turn in your Draft Plan & Final Plan. 5.Provide Inputs & Feedback to ASQ.

Regional Directors Next Steps 1.Understand the 2016 Planning Process. 2.Communicate Requirements to the Sections. 3.Conduct Planning & Budget Training. 4.Review and Provide Feedback to Sections. 5.Ensure 100% Compliance on Submission. 6.Submit Your Region Plan to SAC by 12/15/15.

What a long, strange trip it’s been… 1996 – Joined ASQ Section 509 (Northern Virginia) 2001 – Transferred to Section 1104 (Richmond, VA) 2009 – 2010 Section Chair – Elect, Section 1104 (Richmond, VA) 2010 – 2012 Section Chair, Section 1104 (Richmond, VA) 2012 – Present Section QMP/PAR Lead, Section 1104 (Richmond, VA) 2012 – 2014 Deputy Regional Director (DRD), Region 11B 2014 – Appointed Director, Region 11B 2015 – Elected Director, Region 11B − Member of Section Affairs Council (SAC) Special Committees: –Increasing Member Leader Engagement –Special Funds Committee Member of the Board of Directors Task Force –Section Reporting Task Force Provided Member Leader Training 2015 Advocated for SAC Succession Planning & Veteran Support 2015 – Elected to the 2016 – 2018 Board of Directors