Responsible to the Board of Trustees for oversight of the the Society’s portfolio of membership and professional development products and services and for its charitable activities in education.
Purpose To be responsible to the Board of Trustees for oversight of the the Society’s portfolio of membership and professional development products and services, and for its charitable activities in education To provide assurance to the Board of Trustees concerning the effective delivery of strategic programmes as delegated by the Board of Trustees To monitor performance of strategic programmes as delegated by the Board of Trustees. Terms of reference Strategic advice and support Oversee the execution of the the Society Strategy in respect of membership and professional development products, and in the education of 5-19 year olds. Recommend changes to the the Society’s membership and professional development products portfolio strategic direction, including advising the Board of Trustees regarding the setting of subscription fees and on membership policy. Support the development and enhancement of the membership and professional development strategy. Look beyond the period of the the Society Plan, and provide advice that will enable the the Society to maintain its position as a world class provider of membership and professional development products and services. Supporting the effective and efficient delivery of the Corporate Plan Provide input during the creation of the the Society Plan, identifying requirements for new initiatives, and the adjustment or cessation of activities relevant to membership of the the Society and the professional development of its members. Provide assurance to the Board of Trustees that the final draft of the the Society Plan is aligned to its longer range strategic objectives and that the Membership and Professional Development Board has had the appropriate opportunity to input to the planning process. Keep under review the portfolio of membership and professional development products and services to ensure that they are continuing to meet user needs. Develop strategies for recruitment and retention of members, and ensuring efficient and effective implementation. Ensure that the the Society meets any regulatory requirements for the award of professional registration qualifications or assurance programmes. Make nominations and approve recommendations for Scholarships, Prizes and Young Professional competition awards. Provide assurance to the Board of Trustees concerning the effective delivery of strategic programmes as delegated by the Board of Trustees. Stewardship, assurance and risk management Recommend to the Board of Trustees the creation and dissolution of governance, and other groups which report through the Membership and Professional Development Board. Monitor performance using KPIs, as defined in the the Society Plan, and ensure that progress is being made. Provide advice on longer range issues that might impact the effective and efficient delivery of the the Society Plan, identifying and identify mitigations. Ensuring ensure that effective risk management plans are in place for those risks the management of which has been delegated to the Membership and Professional Development Board, in accordance with the the Society’s risk management process and, in respect of the the Society’s membership and professional development activities, identify and respond to other significant and material risks to the the Society’s ‘licence to operate’ and its capability to deliver its long term objectives. Monitor performance of strategic programmes as delegated by the Board of Trustees. Provide a process to ensure that membership and professional development activity, irrespective of where it is delivered, complies with the strategy and the Society Plan. Stakeholder management Operate a process to identify and manage all key membership and professional development stakeholders. Identify key issues and create an action plan to engage members and other stakeholders both pro-actively and in response to their needs and expectations. Ensure that the portfolio of membership and professional development products and services takes full account of the needs of Young Professionals. Liaise with other Main Boards. Reporting Provide written and/or oral progress reports and assurances to the Board of Trustees at least quarterly. Notify the Board of Trustees immediately of emerging risks or issues that might adversely impact on the delivery of the strategy or the Society Plan are identified. Constitution Subject to the remainder of this paragraph, the Membership and Professional Development Board shall be made up as follows: Chair – appointed by the Board of Trustees from the elected Trustees Senior staff member – Director Membership and Professional Development Chairs of Committees reporting to the Board Nine Ordinary Members, who are Ordinary Members of Council, appointed to the Main Board by the Board of Trustees, on the recommendation of the Nominations and Succession Committee One registered member from each level of the Engineering Council register, appointed by the Board of Trustees. One of the the Society’s two representatives on the Engineering Council Board of Trustees. A Deputy President The Honorary Treasurer The Board may request the Board of Trustees to appoint additional members to ensure the Board has the right balance of skills and knowledge to achieve its task. Casual vacancies will be filled in accordance with clause 17 of the Council Regulations. Quorum The quorum necessary for the transaction of business by the Membership and Professional Development Board shall be eight. Meetings The Membership and Professional Development Board shall meet at least twice per year and otherwise as required. Members of the Membership and Professional Development Board participate in a meeting of the Membership and Professional Development Board when: the meeting has been called in accordance with paragraph (c) below they can each communicate to the others any information or opinions they have on any particular item of the business of the meeting. In determining whether members of the Membership and Professional Development Board are participating in a meeting of the Membership and Professional Development Board, it is irrelevant where any such member is or how they communicate with each other. If all the members of the Membership and Professional Development Board participating in a meeting of the Membership and Professional Development Board are not in the same place, they may decide that the meeting is to be treated as taking place wherever any of them is. Meetings of the Membership and Professional Development Board shall be called by the Chair. Unless otherwise agreed, notice of each meeting of the Membership and Professional Development Board confirming the venue, time and date, together with an agenda of items to be discussed, shall be forwarded to each member of the Membership and Professional Development Board and any other person required to attend, no later than 5 working days before the date of the meeting. Where available, supporting papers shall be sent to Membership and Professional Development Board members and to other attendees as appropriate, at the same time. The Membership and Professional Development Board shall keep minutes of the proceedings and resolutions of all Membership and Professional Development Board meetings, including the names of those present and in attendance. Draft minutes of Membership and Professional Development Board meetings shall be circulated promptly to all members of the Membership and Professional Development Board. Once approved, minutes should be circulated to all members of the Board of Trustees unless in the opinion of the Chair (acting reasonably) it would be inappropriate to do so. Other matters The Membership and Professional Development Board shall: Have access to sufficient resources to carry out its duties, including the access to the Governance Team for assistance as required be provided with appropriate and timely training, both in the form of an induction programme for new members and on an ongoing basis for all members give due consideration to laws and regulations and any applicable rules as appropriate arrange for periodic reviews of its own performance and, at least annually, review its constitution and terms of reference to ensure it is operating at maximum effectiveness and recommend any changes it considers necessary to the Board of Trustees for approval.