1. Strategic Perspective Maj Gen Del Eulberg, P.E., F.SAME, USAF President August 24, 2007

2. 8-17-07SAME Strategic Perspective2 Agenda  Historical Perspective  Strategic Plan  2007- 2008 Focus Areas  Society Issues  Industry Issues  Future Direction

3. 8-17-07SAME Strategic Perspective3 SAME Roots  1909 – 1919: Army Corps of Engineers published the Professional Memoirs, a service journal.  The seeds for SAME were planted during WWI with the addition of civilian engineers to active duty forces.  Following WWI, a group of regular officers wanted to maintain the spirit of cooperation developed during the war among the military and private sector engineers.

4. 8-17-07SAME Strategic Perspective4 SAME Contemplated  In 1919, a Board of Officers met to consider the establishment of an Association of Engineers to promote the advancement of engineering and related profession –A void existed between the efforts of the military, government and private industry engineering communities. –Professional Memoirs did not fulfill the need to bring these communities together.  Working collectively, these groups would satisfy the requirement to understand military engineering service during wartime.

5. 8-17-07SAME Strategic Perspective5 SAME Organized  1920: SAME organized initially to publish a magazine, The Military Engineer.  Replaced Professional Memoirs  Professional Memoirs assets transferred to The Military Engineer  The Editor of the new magazine started to solicit membership in the new organization  A group of Reserve and National Guard officers were invited to join the SAME Board of Officers  New Board of Officers met to form a temporary structure for SAME and to elect temporary officers.  Initial Membership of 3,500 

6. 8-17-07SAME Strategic Perspective6 Move to Century House  SAME was incorporated in the District of Columbia in 1924  SAME HQ moved to Century House in Alexandria, VA in Oct.1980  SAME has spent $150,000 in renovations in past 4 years and has raised close to $300,000 to complete renovations  Property valued at $1.5 Million

7. 8-17-07SAME Strategic Perspective7 Mission T To promote and facilitate engineering support for national security by developing and enhancing relationships and competencies among uniformed services, public and private sector engineers, and related professionals.

8. 8-17-07SAME Strategic Perspective8 VISION To be a premier global engineering organization leading to the professional and personal growth of all members in support of military readiness and the development of solutions to national security challenges.

9. 8-17-07SAME Strategic Perspective9 Values  Integrity  Patriotism  Public Service  National Security  Technical Competence  Excellence  Environmental Stewardship

10. 8-17-07SAME Strategic Perspective10 Goals  National Security and Emergency Response  Education & Training  Relationships  Relevance  Recognition

11. 8-17-07SAME Strategic Perspective11 Private industry: 13,415 (64%) Federal Government: 4,130 (20%) DOD = 3,710 (18%) Non-DOD = 420 (2%) State/local Gov’t: 420 (2%) College Students: 1,225 (6%) Fully Retired: 1,100 (6%) Education/Non-Profit: 160 (1%) Unidentified: 135 (1%) TOTAL = 20,850 (100%) * As of Aug 07 SAME Member Demographics*

12. 8-17-07SAME Strategic Perspective12 Strategic Plan Process  March Each Year – Strategic Planning Workshop –About 1/3 of Board of Direction participates –Review Strategic Plan for Revisions –Develop Focus Areas for New President’s Term  May Each Year Board Approves: –Focus Areas –Recommended Changes to Strategic Plan  June Each Year –Focus Areas discussed in SAME News

13. 8-17-07SAME Strategic Perspective13 Situation Audit  Communications: face-to-face and IT (Web, VTC…)  Government and Private Sector Relationships: Outsourcing and small business  Participation in Professional Organizations: Leaders encourage membership & participation as mentoring  Demographics: DOD downsizing and industry consolidation  Technical Competence: Licensing and certifications  Inter-Service and Inter-Agency Collaboration: “Joint” war-fighting and installation solutions What’s missing?

14. 8-17-07SAME Strategic Perspective14 2007-2008 Focus Areas  Provide enhanced service and value to military engineer community, including both Public and Private sectors  Develop and implement programs and tools to enhance the value of SAME through continuing education programs  Promote K-12 outreach programs that provide greatest value to the military engineer community for implementation by SAME Posts

15. 8-17-07SAME Strategic Perspective15 Strategic Plan Implementation  Post Streamers aligned with SAME Goals and Objectives –Measure accomplishments for Calendar Year –Recognition important to Posts –Successful Posts yields Successful Regions  Society Medals and Awards  Fellows Nominations  SAME HQ and Board of Direction establish Focus Areas  Senior Executive Group (SEG)  Joint Engineer Training Conference & Expo  Regional Conferences

16. 8-17-07SAME Strategic Perspective16 Strategic Alliances

17. 8-17-07SAME Strategic Perspective17 Strategic Alliance Programs  AEA – Co-sponsor Engineer Dinner at West Point  NSPE –Ethics and P.E. Review Courses –Webinars  IFMA –Certified Facility Manager (CFM) and FM Webinars –Installation Management Panel at World Workplace (Annually) –IFMA-SAME Federal Facilities Management Workshop (Sep 07)  CMAA –Pilot Certified Construction Manager (CCM) program –Webinars –SAME Panel at CMAA National Conference (Oct 07)  TISP –Hosting 2008 TISP Congress at Southwest-Rocky Mountain Regional Conference in Phoenix

18. 8-17-07SAME Strategic Perspective18 Prospective Alliances  Design-Build Institute of America (DBIA) –DBIA Certificate  American Society of Civil Engineers (ASCE) –Joint Student Chapters –Readiness Training  Green Building Council –Leadership in Energy and Environmental Design (LEED) Certification  American Association of Cost Engineers (AACE)

19. 8-17-07SAME Strategic Perspective19 SAME Challenges  High OPTEMPO of uniform services results in reduced military participation  Since the 1980s, military continues to downsize –Work harder to retain and grow military membership  Military and civil service leaders need to promote SAME via mentoring  SAME must better utilize web technology to provide education and training What are other challenges are seen by Posts?

20. 8-17-07SAME Strategic Perspective20 Future Direction  Continue strong Post organizations focused on Strategic Plan Goals and Objectives –Recruitment + Satisfaction = Retention –Focus areas: Provide enhanced service and value to military engineer community, including both Public and Private sectors Develop and implement programs and tools to enhance the value of SAME through continuing education programs Promote K-12 outreach programs that provide greatest value to the military engineer community for implementation by SAME Posts

21. 8-17-07SAME Strategic Perspective21 Future Direction  Continue support of “Top Six” values to members* –Customer satisfaction: “What does SAME do for me?” –Networking: acquaintances, job opportunities, awareness of future military and government projects, prof. develop. –Programs: appeal to members of all ages and professions –Professional development: awarding PDHs to support members’ state certification requirements –The Military Engineer; SAME’s News: keep relevant and interesting for all ages and professions –Involvement: provide leadership opportunities (committees, officers, directors) * 2006-07 AOF Membership Strategic Assessment Implementation Report

22. 8-17-07SAME Strategic Perspective22 Future Direction  Continue to improve support from HQ to Regions & Posts –“Basics” (membership, cont. edu., communications….) –First class regional and national conferences –Maintain financial strength –Partner with other professional associations to benefit SAME members –Provide high quality print publications and electronic communications to members –Expand continuing education opportunities on high priority DOD areas of interest  Continue on a path of continuous improvement

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