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Annual General Meeting Association for Experiential Education. November 6, 2010 Las Vegas, NV. Agenda. Welcome , Introductions and Agenda Review  -  Christian Itin (5) State of the Association - Paul Limoges (10) Treasurer’s Report -  Mike King (10) Questions (15)

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Presentation Transcript
  • Welcome, Introductions and Agenda Review  -  Christian Itin (5)
  • State of the Association- Paul Limoges (10)
  • Treasurer’s Report -  Mike King(10)
  • Questions(15)
  • Annual Vision Project – Tom Lindblade & Andrew Bobylia (10)
  • Looking Toward the Future – Paul Limoges (10)
  • Questions (10)
  • Farewell and Thank-you To Board Members Ending Their Terms - Laurie Frank – Past President
  • - Mary Pat Sullivan – Member at Large
  • Welcome Board Members Whose Terms Are Beginning! - Mary Breunig – President Elect
  • - Liz Spellman – Secretary Elect
ends global
ENDS: Global

“The Association for Experiential Education exists to expand educators and practitioners capacity to enrich lives through the philosophy and principles of experiential education”



State of the Association


Total parent membership increased 3.6% over last month and 10% of last year. We bottomed out in November 2009 in parent memberships (1024). And the 2-year high was 1228 in October 2008.

  • A postcard to market all regional conferences, International Conference, REAP, Program Evaluation Service and Digitization of the JEE was produced.
  • Created ROI for AEE membership
  • The Ambassador Program is going full blown (expired members and new)
  • AEE is increasingly more present in social networking platforms (Facebook 2,290 compared to 1,627, Twitter 600 compared to 326, and 466 on LinkedIn)


State of the Association

  • China Conference with Gung-Ho (200)
  • All regional conferences generated a surplus in 2010
  • TAPG: 90 attended the Best Practice Conference in Ohio
  • Attendance at regional conferences as a whole was up close to 10% (953 including REAP) compared to 2.5% in 2009


State of the Association

    • Development and pilot of Program Evaluation Service
    • Now offering a 10 year continuing accreditation for programs that meet eligibility criteria
  • Developed a new model (“linked” accreditation) for programs that are already accredited with another agency (COA, Joint Commission, etc)


State of the Association

  • Hired new Publication and Communication Coordinator
  • Contracted new Copy Editor for the JEE.
  • Contracted new JEE Editors.
  • Published 4 issues of the JEE.
  • The JEE became digital (last 3 years) with reference links.
core research evaluation

CORE: Research & Evaluation

State of the Association

core research evaluation1
CORE: Research & Evaluation
  • Launching 4 white papers
  • New Distinguished Research Award
  • REAP is now a CORE event
  • Established firm liaisons with JEE, SEER, Accreditation, TAPG and REAP
  • More funding opportunities on the website
  • CORE has been very focused on disseminating information to members through networking opportunities, AEE web site and Facebook
  • Site has been updated with upcoming research & evaluation-related conferences & journals
financial update

Financial Update

2010 Annual Conference

Las Vegas, Nevada

Presented by AEE Board of Director Member

and Treasurer Mike King (Mount Berry, GA)


Financial Picture Impacted by:

    • The past year’s Economic Realities
      • Less revenue than in past years
    • Financial Realities
      • Significant cost controls and expense reductions to meet
      • budgets and maintain services and member benefits
    • Continued management of the past decentralized
    • and unsustainable business model
financial picture impacted by cont
Financial Picture Impacted by (cont.):
  • Rapid succession of CEO’s and finance managers over the past decade is beginning to stabilize.
  • AEE is a relatively complex organization for its size
  • 24 complex and very different cost centers


  • The last year to end in “the black” was 2004 (except for 2007 when we received the technology grant)
  • Results: gradually depleted reserves
  • Actions: Increased cost management measures
year to date summary
Year to Date Summary
  • We had a loss for 2009 –
    • a portion of which reflected the shift in depreciation and amortization reporting (reflecting a change in the accounting process in 2008).
    • YTD 2010 Revenue:
      • We are about 9% behind of where we thought we would be
        • Conferences are doing well
        • Membership trends are headed in the right direction
        • The auction is the next big piece to continuing this trend for 2010
year to date summary cont
Year to Date Summary (cont.)
  • YTD 2010 Expenses:
    • we are about 6% under where we thought our expenses would be
year to date summary cont1
Year to Date Summary (cont.)
  • We on the cusp! We are positioning ourselves to make it over the hump!
    • YTD 2009 we had $33,000 cash on hand
    • YTD 2010 we have approximately $50,000 in cash available
    • YTD 2009 we $18,000 in credit card debt and $300 per month interest
    • YTD 2010 we have paid off all credit card debt
year to date summary cont2
Year to Date Summary (cont.)
  • YTD 2009 we had to sell some securities to assist with cash flow
  • YTD 2010 we have not had to sell any securities
  • YTD 2009 our investments were losing ground
  • YTD 2010 our investments have rebounded and are gaining
year to date summary cont3
Year to Date Summary (cont.)
  • YTD 2009 we had not reached our budgeted revenue for the international conference
  • YTD 2010 we have exceeded our budgeted revenue for the international conference
  • YTD 2009 some regional conferences were in the red
  • YTD 2010 ALL regional conferences were in the BLACK

Fiscal Management Steps:

Continued implementation of changes in business model and practices:

  • effectivecost control measures
  • additional revenue generation strategies
  • Continued monthly meeting of the Financial advisory committee
  • improved monthly financial reporting
  • and board oversight procedures

Financial Directions:


  • Implementation of consistent fiscal practices
  • Monitoring of monthly financial updates and quarterly reports.

Balance Sheet

Profit and Loss Statements

  • Development of new revenue streams
  • Clarification and improved communication of volunteer policies for increased fiscal management
financial report summary
Financial Report Summary
  • We have maintained client services at a quality level association wide.
  • We have increased the variety, quality, and the quantity of services in many areas
  • As an association we must ALL:
    • continue to manage expenses through association-wide cost control measures
    • continue to seek new sources of revenue
financial report summary1
Financial Report Summary
  • We have been struggling with our fiscal health. The battle has been to fight off fiscal illness.
  • We are turning the corner and are getting better. We are not fiscally well YET!
  • If we all aggressively work together we can achieve a consistent level of fiscal fitness!!
purpose of the avp
Purpose of the AVP
  • Examine the Ends of the Association with a goal of clarifying the ways in which the organization is headed.
  • We were agreed that this sub-end needed exploration:

“This community is inclusive of diverse peoples and professional practices and collaborative with other communities, all within reasonable means.”

annual vision project
Annual Vision Project
  • Goal 1 – to understand the “community” of experiential education
    • Objective 1 – Identify the professional associations and/or major organizations that reflect the various members of this community.
      • Objective 1.1 – make a list of professional associations or major organizations we believe reflect experiential education or are in some way linked to experiential education
      • Objective 1.2 – Identify contact information for each organization.

Objective 2 – Make contact with board members (or staff) from these associations.

    • Objective 2.1 – Each Board member will be responsible for making contact with a specified number of organizations
  • Objective 3 – Identify a key set of questions to ask each organization that helps us understand
    • Objective 3.1 how they understand experiential education,
    • Objective 3.2 How they understand their relationship to experiential education
    • Objective 3.3 How they understand their relationship to AEE
    • Objective 3.4 which other organizations they think are a part of the community.
  • Objective 4 – understand their missions, vision, ends what their purpose is especially as it relates to experiential education.

Goal 2 – Develop an enhanced capacity for collaboration within the “community” of experiential education.

    • Objective 1 – Explore shared elements of purposes between our organization and theirs.
    • Objective 2 – Identify areas of potential collaboration that would enhance the mission or ends or our organization and theirs
    • Objective 3 – Identify potential barriers to collaboration
  • Goal 3 – Explore sustainable ways that we can all contribute to the promotion, growth and development of the methods related to experiential education
    • Objective 1 – identify ways that we can build lasting partnerships.
    • Objective 2 – identify next steps in building these partnerships.
the avp process
The AVP Process

Step #1    Organizational Identification--Each Board member identifies 10-20 organizations that are in some way related to the philosophy or methods of experiential education (at least 5 should be based outside of the US).  This list should ideally include a web URL and additional contact info (obj. 1.1 – 1.2)

Step #2   List Consolidation--Lists are consolidated into one list.  Each board members sends their list to the AVP task group – a spreadsheet or wiki will be developed – prior to the Feb board meeting (obj. 1.1 – 1.2)

Step#3   The board narrows down the list to 24-36 organizations at Feb Board meeting - This is based on a group discussion of shared interests (obj. 1.1 – 1.2)

Step #4   Identification of key questions-- Identify a key set of questions to ask each organization that helps us understand the community. (Goal 1 obj. 3.1-3.4  & 4, Goal 2 and Goal 3)     


Step #5  Organizational Research is assigned--Each Board member assigned 2-3 organizations to research before the summer  board meeting. (obj. 2.1)

  •  Step #6.    Research is compiled by the AVP task group via a spreadsheet, wiki or some other format. (Goal 2)
  • Step #7 Research is examined and explored at the summer BOD meeting. (Goal 2)
  • Step #8  Collaborative decisions are made--Board comes up with the initial three/four collaborative projects or organizations to partner with. (Goal 3)
  • Step # 8   Collaboration is pursued--Board pursues strategies which may include:
  • a.  Board to Board Contact
  • b.  CEO to CEO Contact
  • c.  Combination of CEO and Board Contact (Goal 3)
next steps in avp
Next Steps in AVP
  • Define “Communities” of Experiential Education
  • Deepen explorations of “collaboration between organizations and AEE
  • Explore the definition of EE within this exploration.
looking towards the future

Looking Towards the Future

Las Vegas Conference

  • 1. Launch “2012 in 2012”
  • 2. Find a Program: Make it easy for the public to find AEE members
  • 3. Increase the number of touch points with all members to enhance information and networking opportunities.
  • 4.Provide more opportunities for members to save money with a stronger preferred partner program
  • 5.Offer multi-year memberships
  • 1. Increase attendance at the AEE Annual International Conference to over 1000 by November 2011.
  • 2. Streamline Regional Conference procedures to make all conferences

profitable and all guidelines followed.

  • 3. Increase Regional attendance to over 1000.
  • 3. Increase AEE Conference Sponsorship Program by 50% by 2012.
  • 4. First AEE Mexico Conference planned for May 2011 (Mid South Region)
  • 5. Create plan and produce a series of one or two day teacher trainings
  • 1. Changing the accreditation model (Linked and Progressive accreditation) to make it more accessible
  • 2. Offer and expand the new Program Evaluation Service
  • 3. Increase the number of accredited programs by 30% over three years
  • 4. Expand accreditation beyond adventure education to include all EE fields
  • 5. Exploring the possibility of developing curriculum and evaluation standards
public policy
Public Policy
  • Continue to educate Land Managers about AEE accreditation and its role in managing risks
  • Proposal submitted by an outside consultant from Washington DC to help AEE in it’s effort to develop a plan regarding AEE’s public policy agenda.
  • Digitize back issue content of the JEE
  • Explore the possibility to create a 4th issue of the JEE
  • Grow the distribution of the JEE
  • Expand the reach of our social networking
  • Research the possibility of outsourcing AEE’s fulfillment center
core research evaluation3
Core: Research & Evaluation
  • 1. CORE will increase member access to current and relevant research resources (including white papers) through the AEE website., Facebook and Conferences
  • 2. CORE will strengthen its alliances and alignment with other AEE professional and affiliation groups by functioning with transparency and facilitating open communication.
core research evaluation4
CORE: Research & Evaluation
  • 3. CORE will expand it’s collaboration with external alliances, including international partners.
  • 4. CORE will provide support and encouragement for AEE members to participate in research and evaluation projects through grants and awards such as: van der Smissen and Distinguished Research Award
  • Strengthen the financial position of AEE
  • Continue to develop strategic partnerships and alliances
  • Continue to explore new business opportunities and improve AEE’s current business model