Soroptimist International HQ report
Montréal Board Meeting in July this year, the SI Board established an ‘Expert Group’ taskforce to review SI’s internal operations, including SI Headquarters, to enable the organisation to continue to be financially sustainable. Federations each nominated one
As reported in the last issue of TIS, at the
Budget The Board approved the Expert Group
SI Business Model
representative so that together the task force was equipped with financial, legal, human resources and management expertise. Anusha Santhirasthipam (SISWP), Sharon Fisher (SIA), Hafdis Karlsdottir (SIE) and Bozena Benton (SIGBI) commenced their task in August, chaired by President Alice Wells. They produced a substantial report for the
Board, as a result of which the following items were voted on and approved by postal ballot.
Strategic Plan An abbreviated version of this report is below. For the full version of the Strategic Plan, including Strategies, please go to the Members’ section of the SI website.
recommended amendments to the 2012 SI Budget to achieve financial sustainability without an immediate increase in membership dues. The SI HQ salary budget has seen a major reduction with the restructuring of staff positions; the 2012 February meeting of the Officers and Federation Presidents will take place electronically; the annual Board Meeting budget has been reduced. The Board anticipates that these measures will achieve substantial savings.
Incorporation Preliminary reports on the future incorporation
of SI in the UK had been produced prior to the 2011 Board Meeting. The Expert Group re-examined the issues and the Board agreed to tender for a firm of solicitors to determine the best possible legal and tax structure for the incorporation of SI, having due regard to the most appropriate and cost effective location in the European geographical area, including the UK. The Board plans to complete the incorporation process by 30 June 2012.
of a Task Force to develop an appropriate business model for SI to include a practical evaluation of the appropriate location for the management and delivery of SI’s functions. The Task Force Report is to be addressed at the August 2012 Board Meeting.
Orientation and Training Programme For effective governance of Soroptimist
International it is recognised that there needs to be a formal orientation process for all postholders. The Board therefore agreed to the development and delivery of an Orientation and Training Programme for implementation in 2012.
column as we bid farewell to TIS. Future updates from SI Headquarters will be posted on the SI website. I should like to thank our Editor, Sheila
Sadly, this is the last Headquarters
Manchester, for her sterling work on the magazine over the last two years. It has been a great pleasure to work with her.
Soroptimist International Strategic Plan 2011-13
VISION Soroptimist International is a vibrant, dynamic
organisation for today’s professional and business women. We are committed to a world where women and girls together achieve their individual and collective potential, realise aspirations and have an equal voice in creating strong, peaceful communities worldwide.
PROGRAMME GOAL 1: Soroptimist International will improve the lives and status of women and girls through education, empowerment or enabling opportunities.
1. Increase access to formal and non-formal learning opportunities. 2. Improve access to economic empowerment and sustainable opportunities for the employment of women. 3. Eliminate violence against women and girls and ensure women’s participation in conflict resolution. 4. Ensure women and girls have food security and access to the highest attainable standard of health care. 5. Address the specific needs of women and girls by improving environmental sustainability, and mitigating effects of climate change and disasters.
TIS December 2011 Page 10
MISSION Soroptimists inspire action
and create opportunities to transform the lives of women and girls through a global network of members and international partnerships.
GOAL 2: Soroptimist International will be a global voice for increasing access to education and leadership for women and girls.
Objectives: Objective 1: Strengthen and increase Soroptimist International’s presence as an advocate at all levels.
VALUES • Human rights for all • Global peace and international goodwill • Advancing women’s potential • Integrity and democratic decision making
• Volunteering, diversity and friendship
SI Programme and UN work as a tool for recruitment and retention.
Objective 2: Maintain strategic overview of global trends which may affect membership. Objective 3: Increase members’ engagement and affinity for being part of a global organisation through international activities.
Objective 2: Intensify activities and partnerships that raise the international profile and visibility of Soroptimist International. Objective 3: Ensure that the foundation of Soroptimist International’s global advocacy is based upon local and global project activity.
ORGANISATIONAL DEVELOPMENT GOAL 3: Soroptimist International will provide an international point of connection Objectives: Objective 1: Support development of post holders’ knowledge and understanding of
STRATEGIC LEADERSHIP GOAL 4: SI will be a strategic organisation with dynamic and proactive leadership at all levels, able to deliver results and ensure its vision is achieved.
Objective 1: Improve performance management and decision making Objective 2: Develop leadership capacity Objective 3: Establish strategic financial planning and control.
(SI is the board and SI post holders) The Board approved the appointment
By Rosie Coutts, SI Executive Director Board acts on Expert Group Recommendations
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