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To successfully accomplish major international growth initiatives, associations must often engage in partnerships with public and private sector entities to springboard the vision from design to implementation. Explore this important topic with a panel of experts and identify strategies to build your own partnerships in every corner of the globe. Lesley-Anne Alexander, chief executive, RNIB Len Mafrica, CAE, executive director publishing division, Oncology Nursing Society Milagros Mostaza-Corral, director, Interel Association Management Nikki Walker, VP, global association management & consulting, MCI Group Todd Wurschmidt, CFRE, Ph.D., CAE, Chief Executive Officer, Paradox Associations
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The Buddy System:Accomplishing MajorInternational Goals
Through Partnerships
12:45-2:00 PM, Tuesday, August 18, 2009
Todd Wurschmidt, PhD, CAE, CFRE, TMC Interim, USALen Mafrica, Executive Director, ONSEdge, USANikki Walker, VP, Global Assn Mgmnt, MCI, Belgium Lesley-Anne Alexander, CEO, RNIB, UKMilagros Mostaza-Corral, Director, Interel, Belgium
Connecting Great Ideas and Great People
www.asaecenter.org
Content LeadersTodd Wurschmidt, PhD, CAE, CFRE Len MafricaInterim Executive Director Executive Director, ONSEdgeTransition Management Consulting, Inc. Oncology Nursing SocietyWashington, DC, USA Pittsburgh, PA, USAwww.transitionceo.com [email protected] [email protected]+1-614-460-0860 +1-412-859-6206
Nikki Walker Lesley-Anne AlexanderVP, Global Assn Management & Consulting Chief Executive OfficerMCI Royal National Institute of Blind
PeopleBrussels, Belgium London, UKwww.mci-group.com [email protected] c/o [email protected]+32 2 743 1552 020 7391 2252
Milagros Mostaza-CorralDirectorInterelBrussels, [email protected]+32 (0)2 761 66 11
Connecting Great Ideas and Great People
www.asaecenter.org
Len Mafrica, CAEOncology Nursing Society
The Buddy SystemAccomplishing Major International
Goals through Partnership
August 18, 200912:45 PM
www.asaecenter.orgwww.asaecenter.org
Oncology Nursing Society
37,000 members 5% outside U.S. 230 chapters, all U.S. 35 special interest groups 5,000 attendance at annual congress Major conferences all in U.S.
www.asaecenter.orgwww.asaecenter.org
ONS International Goals Expand visibility outside the U.S. Partner with international organizations Distribute content and programming to new
markets Serve the international nursing community Enable nurses in developing countries to
better serve people with cancer and those at risk
Learn from colleagues outside the U.S.
www.asaecenter.orgwww.asaecenter.org
The Model Generalized Expansion (visibility, business, membership,
reach) Service (altruism, knowledge transfer,
capacity building) Learning (recognition that you don’t have all
the answers) Partnership (NGOs, consortia, government
agencies, corporations)
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Seeking and Establishing Partnerships
Identify your gaps Analyze your strengths and weaknesses Which of your goals apply in different
situations? Which of your goals apply in different
regions?
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Seeking and Establishing Partnerships
Identify which of your goals you want to accomplish in a specific situation or region. Limit your focus to accomplishing realistic
outcomes. Determine how you will measure success in
each case.
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Seeking and Establishing Partnerships
Define the kinds of organizations needed as partners What kind of organizations will help you fill
your gaps? Identify specific organizations that can help
you in specific cases.
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Seeking and Establishing Partnerships
Communicate with your partners about the outcomes you want to achieve through the partnership.
Recognize and acknowledge that each partner has its own goals.
Seek to achieve shared risks and benefits.
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One Example: How ONS Applied the Model
ONS wants to help build capacity in developing regions of the Middle East
ONS wants to expand business opportunities in more developed areas of the Middle East
We need help with logistics, culture, and politics.
Expanding business opportunities in wealthier regions can subsidize more altruistic goals in other areas.
www.asaecenter.orgwww.asaecenter.org
One Example: How ONS Applied the Model
We partnered with a consortium group experienced in program delivery and well-connected to health ministries, universities, and funding organizations in the region.
Program content consists of: Clinical training in cancer symptoms and
management of treatment side effects. Leadership development that will help nurses
implement changes in practices within their own institutions and cultures.
www.asaecenter.orgwww.asaecenter.org
Measured Outcomes A program in Jordan to enhance the quality
of patient care through more efficient patient and family involvement
An cross-cultural study on the differences and similarities in caregiver strain and burden between Cyprus and other parts of the world
Integrating new pain management strategies into a Jordanian hospital
The start-up of a Palestinian pain management society for nurses
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Summary
Establish broad-based goals that include partnership
Identify your gaps Identify which of your goals you want to
accomplish where Define the kinds of organizations needed
as partners Communicate with your partners
www.asaecenter.org
Contact Information
Len Mafrica, CAEExecutive Director, Publishing DivisionOncology Nursing SocietyPittsburgh, [email protected] +412-859-6206
Thank YouSEE YOU NEXT YEAR!
Annual Meeting & ExpoAugust 21 - 24, 2010
Los Angeles, CA
Connecting Great Ideas and Great People
www.asaecenter.org
Nikki WalkerVP Global Association Management &
ConsultingMCI
Global Growth & Distribution
ThroughPartnerships
www.asaecenter.org
40,000 members globally in 90 countries
50 years+ as BOK in operations management
3 pillars Membership Education Certification
MissionAPICS builds knowledge and skills in operations management professionals to enhance and validate abilities and accelerate careers.
We help our members and their organizations successfully compete and build a stronger global economy.
www.asaecenter.org
Global Growth Strategy
Partnership model conceived in South Africa Alternative to US chapter-based modelPartnerships aimed at:
Building community Driving growth (membership)/revenues Providing quality education & certification
Phased international approach: Pilot/customization in EMEA 2nd step Asia Pacific, Central & South-
America
www.asaecenter.org
Global Distribution Network
Str
ateg
y &
D
eci
sio
n M
aki
ng
Cha
nn
el
Ma
nag
em
ent
S
up
por
t
Me
mb
ers
hip
(V
alu
es &
B
ene
fits)
Ed
uca
tion
D
eliv
ery
Ed
uca
tion
E
xecu
tion
World Head Quarters
CESA
International Associates
Authorised Education Providers
CBT Test Centres
EMEA NA & Field StaffAPAC
240 local chapters
Represents 40,000 members in 20,000 manufacturing and service industry
companies worldwide20
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Partner Infrastructure
Not-for-profitInternational Associates
Channel partnerBuild community Membership Distribution of
materials Marketing &
promotion Exam support and
administration National conferences Seminars
Commercial, for-profitEducation providers
Support certificationDrive education delivery Training Course delivery Workshops Seminars
www.asaecenter.orgwww.asaecenter.org
Partner Model Success Factors
One IA per country IA as broker Clarity of roles/responsibilities Win-win-win dependency Incentives for all partners Business opportunities/flexibility Targets/performance
monitoring/reward
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Advantages for Operations Management Professionals
Top quality international standards Ease of access Local application National network National/international link
www.asaecenter.org
Contact Information
Nikki WalkerVP Global Association Management & [email protected]+32 2 743 1552
SEE YOU NEXT YEAR!Annual Meeting & Expo
August 21 - 24, 2010Los Angeles, CA
www.asaecenter.org
Daisy Consortium
Lesley-Anne AlexanderCEO
Royal National Institute of Blind People
Connecting Great Ideas and Great People
www.asaecenter.org
www.asaecenter.org
The Challenge 161 million low vision or
blind, 153 million with severe refractive error and unknown millions with dyslexic conditions.
Less than 5% of titles in any accessible format: Audio, Large Print, Braille.
Reading on tape like reading scrolls
Tape coming to end of life. Fragmented national
systems
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The Partners From 6 Founders 1996 to 100+
worldwide
Not for Profit
Government
For Profit
Budget $1.8m
Standard development, technical development. Staff on 4 continents.
What We Did 1994 User requirements: "A
better way to read". Pooled funding, technology &
know how Shared standards, prototypes
and evaluation, Networked technical &
evaluation teams Created a marketplace for
suppliers Global marketing of better
way to read
What We Achieved The best way to read:
Basis of print disability service in 40 countries
10 million+ Daisy books read every year
Turn the pages, skip the boring bits!
An innovative world wide marketplace
The best way to publish: Microsoft & Adobe "Save as
Daisy" E-Pub standard & Daisy
convergence
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What We Learned Talk & informal partnership not strong enough! Substantial financial commitment needed Inclusive, transparent governance essential An agreed strategy & plan is vital Dedicated staff team essential Cultural difference needs managing Networking releases energy & resources Leadership is key to sustained success
www.Daisy.org www.RNIB.org.uk www.ACEVO.org.uk
www.asaecenter.org
ASAE Annual Meeting 2009
Case Study – Project Management Institute
Accomplishing Major International Goals through Public and Private Partnerships
Milagros Mostaza-Corral, Director InterelPMI EMEA Business and Government Representative
Connecting Great Ideas and Great People
www.asaecenter.orgwww.asaecenter.org
PMI in 30 Seconds Global Professional Association
~ 310K members in 170 countries 250 Chapters in 67 countries
11 Global Standards (2M PMBOK® Guide in circulation)
5 Credentials with ~ 370K credential holders worldwide)
Advocate for excellence in project, program & portfolio management To business, government, NGOs To educators, training vendors, HR leaders To “C-level:” CEO, COO, CTO, CIO, CFO…
www.pmi.org
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Strategic Objectives in the EU“Worldwide, organizations will embrace, value and utilize project
management, and attribute their success to it”
Increase the profile of PMI and understanding of the value of project management across EU organizations
Develop partnerships with key C-Level Executives in targeted industries and key government agencies
Ensure that PMI is increasingly well placed to be seen as an expert resource for organizations on project management issues.
Gain acceptance and adoption of PMI programs, products and services.
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Parallel Public/Private Action Plan
EU Institutions: Policy Audit in 2004 Meeting programs organised regularly Two Government Forums EU sessions in EMEA Annual Congress
EU Corporate: Creation of European Corporate Networking Group in
2005 Engage in dialogue and create partnerships with key
corporations (e.g. Siemens, SAP, HP, IBM, etc)
Outcomes – Building BridgesThe European Commission has:
determined project management as a key function within the organization that needs professionalization. Started CAPM training
established a working group to develop a common project management methodology for its IT services. This working group is building up a customized PM methodology on the basis of the PMBOK® Guide
The Corporate world wanted to work with the European Commission: needs to ‘de facto’ align to the European Commission’s standards
and practices
PMI brings public and private together while supporting its international growth!
