Self Study of Organizational and Fiscal Structure - 2009 Interim Report and Conversation

1. Self Study of Organizational and Fiscal Structure - 2009Interim Report and Conversation

2. ACPE Board Action “Assign a task force to carry out a self-study of organizational structure (SOS) and expenses.” January 2009

3. Current Status of ACPE ACPE sits at a crossroad where a variety of factors have converged. These factors, all left to their current trends, will not allow ACPE to meet its goals to serve its membership, grow more certified clinical pastoral educators, accredit centers to offer ACPE CPE, and assure quality, standardized clinical education for ministry for the students of ACPE centers. (from SOS minutes)

4. Current Status of ACPE: Converging Factors 1) Expenditures for national office staff and volunteers serving on committees and commissions of ACPE have increased.

5. ACPE Professional and Support Staff Costs

6. Costs for Board, Commissions and Committee Reduced Cost in 2005 due to Regional and Volunteer Support of Conference in Hawaii

7. Current Status of ACPE: Converging Factors 2) Membership fees, for both ACPE Supervisors and Centers have increased on both the national and regional level.

8. Supervisor and Center Fees Percentage of Increase Dip in 2008 due to member request not to increase fees

9. Current Status of ACPE: Converging Factors 3)ACPE has not certified enough Supervisors to offset retirement of ACPE Supervisors.

10. Relatively Consistent Number of Supervisors

11. Increasing Number of Retired Supervisors

12. Current Status of ACPE: Converging Factors 4) ACPE Members are receiving less support from their employers to volunteer time on behalf of ACPE.

13. Current Status of ACPE: Converging Factors 5) Increasing fees of a decreasing membership to offset rising expenses is incongruent with ACPE mission and hopes for the future.

14. Comparison with Partner Organizations Louisville Presbyterian Theological Seminary • Significant cut in expenditures • Reduced capital from investments • Reduction in staff • Salary freezes

15. Comparison with Partner Organizations Association for Professional Chaplains • Revised budget • Reduced programs • Reduced staff • Increased development efforts

16. Fiscal Goals Identified by the Work Group 1) Reduce spending to provide a balanced budget for 2010 without substantial increase in Accreditation Center Fees and Supervisor and Associate Supervisor Fees

17. Fiscal Goals Identified by the Work Group Current 2010 Budget Calls for: Accreditation Center Fee Increase 10% Supervisor Fee Increase 7%

18. Fiscal Goals Identified by the Work Group 2) Reduce unrealistic income from membership fees in 2010 budget

19. Fiscal Goals Identified by the Work Group Total Cost Reduction of $75,000 for 2010 Budget

20. Organizational Goals Identified by the Work Group 1) Reconsider and clarify roles and responsibilities of elected leaders, management and office staff in ACPE.

21. Organizational Goals Identified by the Work Group 2) Examine how to support volunteer leadership of ACPE

22. Organizational Goals Identified by the Work Group 3) Study the issue of regional representation on ACPE Board, Committees and Commissions

23. Work Group Participants • Mildred Best • Mari Chollet • Ted Hodge • Mark Jensen • Yoke-Lye Lim Kwong • Patrick McCoy • Sally Schwab, Chair and Scribe • Michele Shields • Paula Teague • Tim Thorstenson

24. Process of Work Group • The task force met monthly by conference call for 1.5 hours beginning on February 27, 2009 • Included input from all Leadership and Stakeholders • Defined Phases of Implementation • Implementation suggestions are from Stakeholders

25. Work Group Assumption of Stakeholders In keeping with the ACPE Mission, values and strategic plan, the membership does a preponderance of the work of the ACPE.

26. Questions asked of Stakeholders • What drives ACPE costs? • What is the money that we spend buying for ACPE? • What quality outcomes do you expect from your work? • How can we sustain and improve organizational quality while increasing efficiencies of operations?

27. Immediate Cost-Saving Measure • National office has not filled one full-time position vacant since Sept 2008, This person was the database coordinator, IT tech support person and webmaster • Most duties have been assigned temporarily to other staff persons • Other duties - Contract established with a professional firm, Radical Support, to provide tech support, maintenance and upgrade services on a monthly fee basis • Cost savings approximately $8,000 in FY 2009

28. Phase One Definition • Items for Cost Reduction to be recommended to the ACPE Board at the November, 2009 Meeting for Immediate action for 2009 and 2010 budgets

29. Implementation :Phase One - 2009 Eliminate Paper Issue of ACPE News Cost Savings: $3500

30. Implementation :Phase One - 2010 • Reduce Board Meeting and other Leadership Meetings by one day in Fall 2010 (one night lodging and one day per diem) Cost Savings: $13,200 • Standards Committee on Five Year Cycle Year One Cost Savings: $15,000

31. Implementation :Phase One – 2010 • Limit Certification Commission to 2 members from each region and no more than 4 ad hoc members at each certification commission meeting Cost Savings $15,000 • Eliminate alcohol reimbursement from ACPE Cost Savings $1000 • Consolidate hospitality suite and leadership comp Suite for Certification candidates Cost Savings $1500

32. Implementation :Phase One - 2010 • Schedule ACPE Leadership Meetings in Atlanta Cost Savings $6000 • Reduce Travel of ACPE National Staff and ACPE Officers to Regions Cost Savings $9000

33. If Implemented:Impact on Budget 2010 Accreditation Center Fee Increase Reduced from10% to 2% Supervisor/Associate Supervisor Fee Increase Reduced from 7% to 0% Income from Membership More realistic estimate Reduced by $15,175 TOTAL COST SAVINGS (FY 2010) $61,700

34. Phase Two Definition Items that may require by-law or governance changes in 2010 to be implemented in 2011

35. Implementation :Phase Two - 2010 • Make Governance Change to Eliminate Past President Position Cost Savings of $4500

36. Implementation :Phase Two - 2010 Create a work group(s) to do the following: • Clarify expectations and structures related to management and leadership of ACPE professional staff • Determine organizational value of representative basis for ACPE Board, Commissions and Committees • Research benefits and losses in regard to decreasing number of regions in ACPE

37. Phase Three Definition Items that are identified as areas of possible change that need more study and evaluation

38. Implementation :Phase Three - 2011 • Evaluate Reductions in Cost from 2010 Budget • Project continuing reductions in preparation of 2011 Budget

39. Implementation :Phase Three - 2011 • Make approved organizational changes from work group(s)’ study of the relevant issues during 2010 including: • Regional representation • Regional structures • Management and Leadership

40. Next Steps: • Regional Meetings for feedback; Fall 2009 • Presentation to ACPE Board in November, 2009 for approval and action steps • Work group(s) in 2010 for proposals to be made in 2011

41. ACPE Self-study of Organizational Structure Feedback Report Form Listed below are the items that the task force has suggested for recommendation to the ACPE Board at the November 2009 meeting. Please rate each according to the perspectives of the group. For example, if there are 20 participants, 12 might say do it ASAP, 6 have some cause for concern and 2 don’t want this considered.