House of Delegates Budget Committee Report Keith Hobson and Doug Henrichsen HOD Budget Committee WEFMAX 2016

Transcription

1 House of Delegates Budget Committee Report 2016 Keith Hobson and Doug Henrichsen HOD Budget Committee WEFMAX 2016 L

2 HOD Budget Committee Charge Review the annual WEF Budget Determine WEF Budget consistency with the strategic plan/direction Provide advice and direction to Speaker and HOD

3 Confirmed WEF Budget Status Met with WEF Treasurer and staff at mid-year meeting in Coral Gables Reviewed WEF budget and strategic plan alignment HOD Budget Committee determined budget was in alignment with WEF strategic and business plans Alignment meeting will be scheduled annually at the mid-year meeting

4 Today s Objective Review Process for Business Planning Opportunities for Volunteer Input (HOD and CLC) Process for Budget development/adoption Strategic Direction Roles of Board of Trustees and staff Embed Critical Objectives into Budget Timeline for FY17 Budget/Business Plan

5 WEF Business Planning Process Committees and House of Delegates Provide Input to CLC Leaders & HOD Budget Committee CLC Leaders & HOD Budget Committee Provide input to WEF Finance Board of Trustees use input; set Critical Objectives, Budget HOD Budget reviews to ensure Budget consistent with SP Exec Director Implements

6 WEF Strategic Direction Critical Objectives: FY16 Develop engaged and representative membership Provide broad range of content and programming Increase public awareness Promote innovation Operate balanced and stable business

7

8 WEF Business Plan Evaluation and Metrics Critical Objectives Set Strategic Goals Measure Goals

9 5E 5D 5C 5B 5A 4E 4D 4C 4B 4A 3C 3B 3A 2E 2D 2C 2B 2A 1B 1A Priorities WEF Critical Objectives and Strategic Goals Increase the percentage of WEF members who actively participate in key strategic areas Increase the number of members from sectors that are currently under-represented Actively engage water sector leaders in WEF content and programming. Increase offerings in practice growth areas such as stormwater, water reuse, and resiliency Expand global and sector diversity of participants in WEF content/programming to foster Provide a broad spectrum of opportunities for water sector professionals to publish Lead the development and adoption of national standards for operator certification. Be a visible and effective partner in national initiatives that increase public awareness of the value of water Provide tools for members, Member Associations, utilities, and others to communicate the value of water to the Educate the water sector on the infrastructure funding gap, and engage potential stakeholders to effectively Collaborate with water sector partners to define and create a bold, aspirational, and public to accelerate resource Identify, analyze, and decrease barriers to innovation in the U.S./Canadian regulatory framework Increase opportunities to synthesize the current state of knowledge and advance the state of science Promote the adoption of innovative utility management and financing practices. Catalyze sectorwide action toward development of the water workforce of the future. Grow financial reserves to ensure WEF meets the needs of future generations of water Increase WEF s total membership. Expand revenue growth opportunities to support new initiatives. Annually update the WEF Risk Management Program. Ensure WEFTEC remains relevant to the industry and THE water conference to attend

10 3B 1B 5E 4D 2B 3C 3A 2E 4C 4B 1A 2C 4E 5B 5A 4A 2A 5C 2D 5D Priorities WEF Critical Objectives and Strategic Goals Annually update the WEF Risk Management Program. Provide a broad spectrum of opportunities for water sector professionals to publish Expand revenue growth opportunities to support new initiatives. Actively engage water sector leaders in WEF content and programming. Collaborate with water sector partners to define and create a bold, aspirational, and public to accelerate resource Grow financial reserves to ensure WEF meets the needs of future generations of water Increase WEF s total membership. Catalyze sectorwide action toward development of the water workforce of the future. Expand global and sector diversity of participants in WEF content/programming to foster Increase the percentage of WEF members who actively participate in key strategic areas Identify, analyze, and decrease barriers to innovation in the U.S./Canadian regulatory framework Increase opportunities to synthesize the current state of knowledge and advance the state of science Lead the development and adoption of national standards for operator certification. Be a visible and effective partner in national initiatives that increase public awareness of the value of water Educate the water sector on the infrastructure funding gap, and engage potential stakeholders to effectively narrow Increase offerings in practice growth areas such as stormwater, water reuse, and resiliency Promote the adoption of innovative utility management and financing practices. Ensure WEFTEC remains relevant to the industry and THE water conference to attend. Increase the number of members from sectors that are currently under-represented Provide tools for members, Member Associations, utilities, and others to communicate the value of water to the

11 WEF Timeline for FY17 Nov 2015 Board of Trustees (BOT) reviewed strategic goals Jan 2016 Received input from HOD and CLC Leadership Apr 2016 Staff provides overview of FY17-20 business plan approach/check in on priorities to the BOT Apr 2016 BOT establishes priorities for FY17-20 business plans Jun 2016 BOT Finance Committee reviews draft business plan & FY17 budget Jul 2016 BOT approves FY17 budget; provides input to FY17-20 business plan Jul 2016 Staff finalizes FY17 business plan WEFTEC 2016 Treasurer presents FY17 budget to HOD

12 Thank You!! Questions/Comments?