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Dear BCIPI members, Your President and Board of Directors is contacting you today to ask for your feedback on a possible...

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Dear BCIPI members, Your President and Board of Directors is contacting you today to ask for your feedback on a possible new structure for our organization. Your Board is looking at the creation of an independent organization to advance the interests and goals of our house and property inspectors certified by ASTTBC. Your Board feels we are at cross-roads in our organization's development; where there is a need to take our organization in a new direction and presently there is the desire, energy, and skills to make it happen. This direction will allow us, we believe, to increase our exposure to the public resulting in more work for our inspectors and allow our organization to mature, grow and flourish for years to come. Your Board feels that the best way to achieve these goals is a fundamental change in the structure of our organization and its relationship with ASTTBC. The current board has consulted with the majority of past BCIPI Presidents and numerous long time association members to verify that the current challenges are systemic (as opposed to a recent development). All contacted individuals verified that this has been an area of ongoing difficulty within the overall successful partnership with ASTTBC. Several members present during the transformation period (from the fully independent Western Association of Property Inspectors (WAPI) to ASTTBC/BCIPI) (late 90's) indicated that they believed that the main purpose of associating with ASTTBC were: the third party independent certification; the enhanced recognition/legitimacy; and full-time administrative support. These long-time members further indicated that it was their impression that significant autonomy and independence would be retained to address those areas that would be best served by those involved directly in the industry (marketing, spokesperson etc). We ask that you read over the attached documents and think about the type of organization you wish to belong to in the years to come and then provide your point of view to the Board by returning this survey. We encourage you to discuss this with other members in your area or with members of your Board. Please send any questions you may have for the Board to [email protected]. We will try to respond to all questions within 48 hours. All signed survey responses are to be forwarded to the BCIPI Secretary no later than September 28th, 2009, please via one of the three methods shown below: 1) By email to [email protected] 2) By ground mail to: BCIPI Secretary c/o ASTTBC, 10767 – 148 Street, Surrey BC, V3R 0S4 3) By fax to 604-585-2790 We thank you in advance for your participation and for providing us with your voice. Sincerely,

Noel Murphy, CPI - BCIPI President Tel: 604-922-8413 On behalf of: Executive: Noel Murphy – President, Glenn Duxbury – Vice President, Sean Wiens – Secretary/Treasurer Directors at Large: Angelo Agaloy, John Kostelnik, Marko Langerholz, John Maxon 10767 - 148th Street, Surrey, BC V3R 0S4 | TEL: (604) 584-2447 | FAX: (604) 585-2790 | EMAIL: [email protected]

BCIPI:

What are we now and what do we want to become in the future?

BCIPI’s Goals The BCIPI Board is considering a new path for our organization that the Board believes could allow us to grow as an organization (both in size and maturity), and increase the public’s demand for our inspectors. The recent survey you completed (if you have NOT as yet sent that in we ask you to do so today… thanks!) will provide information which will help guide our approach to doing business and the services we provide. We are NOW seeking your feedback on the organizational framework in which we will deliver marketing and other services. Your Board believes that the way to accomplish these goals is by improving the image we are presenting to the public via a more modern and aggressive marketing campaign and website. The Board also wishes to ensure free communication between the Board and the membership and between the members themselves. We are convinced that the option of a new independent business organization separate from ASTTBC should be actively considered. Some of the older members may recall that we were an independent body at one time, known then as the Western Association of Property Inspectors (WAPI). Current Structure and Policy  BCIPI is currently an Institute created by the ASTTBC Council. We are not a legal stand-alone entity and for all intents and purposes can be considered ‘ASTTBC’.  Certification in the ASTTBC House & Property Certification Program is required to become a member of BCIPI.  Membership in BCIPI is automatic for any person who gets registered with ASTTBC as CHI, CPI, IIT or Associate Inspector.  Of the eight technical specialist groups within ASTTBC, there are only three that are served by an ‘Institute’. BCIPI is by far the most active of the three Institutes.  Institutes operate within general operating powers established by the ASTTBC Council. The ASTTBC Council recently approved the new ‘ASTTBC Institute Operations – May 1, 2009 - enclosed. Proposed NEW Structure Your Board is of the view that a NEW independent business organization would be the most effective way to market our professional services and offer seminars, workshops, social gatherings and similar services for inspectors. We ask that you please review the following pros and cons associated with both options, and then provide your feedback in the form of a returned signed survey. NOTE: The New Organization Proposed Would Not Be A Certification Body. Members of this new organization would still be certified through ASTTBC, and would still remain licensed by the BPCPA based on the ASTTBC Certification. 10767 - 148th Street, Surrey, BC V3R 0S4 | TEL: (604) 584-2447 | FAX: (604) 585-2790 | EMAIL: [email protected]

Option 1 – New Independent Business Organization Benefits of new independent business organization: 

Members will continue to be certified by ASTTBC, the best home inspector certification program in BC



Members will still retain the right to use the ASTTBC logo and promote their affiliation with ASTTBC.



We would be able to rightfully claim that we do not certify our own members.



We would be able to react quickly and appropriately to industry events, as they happen in a dynamic and 'live' manner to ensure the public is appropriately kept informed.



We would set our annual dues and determine how our dues are spent. This is a change from current where ASTTBC establishes the level of dues and allocates funds to BCIPI.



The new organization’s Board would be held 100% accountable as to where your dues are spent (something not possible as an Institute as ASTTBC currently influences how your dues are spent)



We would be 100% in control of our marketing initiatives and would be able to promote our house and property inspectors unimpeded and in a way that is not possible as an Institute, but deemed necessary to raise our public profile and reputation. Our only concern would be what is right for us, as opposed to the current situation where BCIPI needs are considered by ASTTBC along with the needs and interests of all other 9,000+ members.



Decisions on how to run your organization would be made exclusively by an elected Board of house and property inspectors as opposed to the current situation where, as an institute within ASTTBC, we must secure the approval of others within ASTTBC on some business matters.



Your elected Board would govern by democratic consensus. This would allow the vetting of a variety of ideas and points of view and result in the best actions being taken for inspectors by inspectors.



Inspectors would finally be ‘speaking for inspectors’. We would have a guaranteed seat at all industry stakeholder meetings, including with Government where the matter does not involve ASTTBC professional certification or ASTTBC regulation. We would be able to raise issues that are important to the inspector in the field - issues that affect our reputations or our ability to earn a living.



It would provide an opportunity for a complete rebuild of the organization’s brand, brochures, logos, website (overall image). If a new name were selected, the public launch of a new name would increase our exposure substantially with both the public as well as other industry stakeholders like lenders, local governments, etc.

10767 - 148th Street, Surrey, BC V3R 0S4 | TEL: (604) 584-2447 | FAX: (604) 585-2790 | EMAIL: [email protected]



The Board would have the ability to provide more timely updates or communications to the members, utilizing less resources and effort than the current system of going through ASTTBC requires.



Free interaction between our members will lead to a more cohesive and involved membership and a healthier organization. We would publish a membership list to allow the full interaction between members as desired (members would have the ability to opt out of such a released list if desired). A member website support forum could be created to allow for the interaction of ideas and questions.



It is hoped that members would feel that they have a stronger stake in the organization’s future, which should result in an increased level of member engagement. We would have a greater ability to address issues as an organization and remain flexible. This would help retain members and would most likely lead to growth of the organization.



We could allow the creation of membership classes that would take into account retired-non practicing inspectors or other industry stakeholders that wish to participate and stay informed of our organization’s activities (GVHBA, RCABC, CASH, CHOA, etc).



An organization independent from ASTTBC would be attractive to members from other organizations that may want a change from where they belong right now but are unwilling to join an ASTTBC Institute. If desired, future requirements could open up membership to anyone from a BPCPA accredited organization not just ASTTBC Certified Inspectors.



The relationship between the new organization and ASTTBC could be co-operative. This would lead to a closer and more productive working relationship that would allow a continued exchange of ideas and opportunities and would most likely also open up opportunities that would otherwise not be possible under the Institute structure. A strong inspection organization will be good exposure for ASTTBC‘S certification program.



Those that only want to maintain their certification, and not actively participate in an organization, could do so and not be burdened with the additional dues required by joining the new organization

Negatives of a new independent business organization: 

Annual dues in the new organization would be required. The greater the number of members the lower the level of annual dues.



Our costs could be higher due to the increased responsibilities of becoming a legal non-profit society. However, our costs would be kept in line with the other inspection organizations (right now we are the lowest by far).



As a new independent organization, we would have the responsibility to create a formal, transparent, functional and professional structure. We could not rely on any other body to do this for us (however it is hoped that ASTTBC would assist us in these areas when requested).

Independent Business Organization Survey Matrix

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 

We would likely lose the use of the ‘BCIPI’ brand. (however, the Board and most surveyed members, feel BCIPI is not a well known ‘brand’ in the public at present and the opportunity to launch a new name would probably offset any negative impacts there would be from losing the use of the ‘BCIPI’ name). The new organization may lose access to special grants from ASTTBC for special projects, however this may be offset with available start up grants from the BC Government. Starting out on any path that contains some uncertainty is not comfortable for many.

Option 2 (existing) – Institute of ASTTBC Structure Benefits of current arrangement with BCIPI as an Institute within ASTTBC: 

Continued direct affiliation with, and support from, ASTTBC.



Availability of special ASTTBC grants from time to time for extra-ordinary projects of interest to the Institute.



Availability of ASTTBC’s staff and other resources in the functioning of the Institute when available



Availability of ASTTBC advice and ideas on how to best market an organization (would hopefully still be offered to an independent business org – possibly some cost associated with assistance).



The status quo is easy to accept by the membership if there is not a perception of any problems.



No responsibilities of running a legal entity and the costs involved.



Lower dues structure (matched with lower level of services, compared to an independent business organization).

Negatives of current arrangement with BCIPI as an Institute within ASTTBC 

Due to the levels of ASTTBC authority and the required approval of actions, BCIPI is not able to act quickly, as needed to adequately respond to events in our industry as they happen. Due to a slower than desired response time there have been missed opportunities.



The Institute does not have control of communications within the Institute. We are not provided a membership list with contact information (ASTTBC advises this is because of ASTTBC’s requirement to comply with Freedom of Information requirements). As a result we have no way of speaking with the BCIPI membership without control and pre-approval of ASTTBC. This limits the Board’s ability to speak with you. There have been times when ASTTBC has amended and at times blocked our messages to you. (ASTTBC indicates that, in their view, these interventions are to ensure the highest standard and most appropriate communication under the circumstances). We are not able to welcome new members to the organization. This, we believe, leads to member dissatisfaction and a level of non-involvement by the membership.

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The Institute does not have its own voice. We do not have ‘inspectors speaking for inspectors’. All internal and external Institute communication must be approved by ASTTBC who also must take into account the needs of the other 9,000+ members. Our 150+ members are only a very small percentage of the overall ASTTBC membership. Decisions for our membership are affected by ASTTBC representative(s) instead of being made by a consensus of an elected Board of Directors made up of house and property inspectors.



The ASTTBC point of view has, in the view of the Board, on occasion been incompatible with the inspector’s point of view, so ‘working together’ may often involve giving up on important points in our communications and depriving you or our public from the full story and the full inspector’s point of view. ASTTBC makes the point that it has considerable qualifications in dealing with government and various regulatory matters and is sometimes in their view best able to determine an appropriate direction for house and property inspectors.



It is also felt that the marketing resources available through ASTTBC may not be 'modern' enough to meet our current needs.



Because of the lack of autonomy on critical issues like marketing, there is, at times, a polarization of the two organizations. This polarization has resulted in a lot of wasted effort by successive Boards on managing the relationship between ASTTBC & BCIPI as opposed to accomplishing its organization’s goals as set out in the yearly work plans.



Because of competing time requirements caused by the other 9,000+ ASTTBC members, the ASTTBC ‘S staff is often unable to meet the timeframes required by this Institute for specific tasks. ASTTBC observes that their involvement is intended to help develop the best possible activity / action and while these intentions are noted, the BCIPI Board usually wishes to ‘act’ within a tighter time-line. . In addition, the effort required to action through the ASTTBC ‘system’ is usually more than the effort it would take for the Institute to action these tasks independently.



As an Institute, your elected Board now has reduced authority to direct most outcomes, which limits our ability to effectively represent you, the members. Decisions of funding and prioritization of work are not under the Institute’s sole control.



The funding available to BCIPI through ASTTBC is, in the Board’s view, limited and constricts our ability to mature and grow as an organization.

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ASTTBC Institute Operations May 1, 2009 ______________________________________________________ ASTBC Council has the authority under the ASTT Regulations to establish Institutes for the general purpose of furthering the interests of ASTTBC members in a specific field or area of interest. The Institutes will provide a direct service to ASTTBC members, operating within a framework established by the Executive Director who is responsible and accountable for the operations of the Institutes. Purpose 1. This defines the framework in which ASTTBC Institutes will operate. 2. The Executive Director will modify as appropriate to the needs of ASTTBC and Institutes. 3. Unless there are extraordinary circumstances this framework will apply to all Institutes. If there are extraordinary circumstances the Executive Director may decide to amend this framework for one or more of the Institutes. When such a modification is made it will be outlined in writing. Standards of Operation and Authority 4. The Institute leadership and Executive Director and staff will at all times work as a team, cooperating and collaborating to the most effective realization of the needs and interests of members. 5. The Institute leadership will serve as the primary voice of the members, communicating with the Executive Director as to needs and interests. 6. The Executive Director has final authority in the work of the Institutes. General Communications 7. The Institutes and the Executive Director will function as a team, working together to ensure the most effective application of available resources to achieve agreed objectives. 8. The Institutes and the Executive Director will operate in an open and transparent manner. Staff Resources Available to an Institute 9. The Executive Director will assign resources to each Institute based on a Work Plan agreed to by the Institute leadership and the Executive Director. 10. Resources available to achieve the Work Plan may include staffing, finances and volunteer support. 11. The Executive Director will assign one member of the ASTTBC staff to serve as primary contact with the Institute. This assignment will be made annually effective January 1. In making the appointment the Executive Director will consult with the Institute leadership. 12. The Institute leadership may request the Executive Director to review the staff appointment and the Executive Director will fully consider the Institute leadership input

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Financial Resources Available to an Institute 13. The Executive Director will allocate a budget that will be available each year for the purpose of achieving the Institute Work Plan. 14. The Executive Director will consult with the Institute leadership in allocating funds to support the Work Plan. 15. The Executive Director will employ whatever means he chooses to determine the allocation of funds and this will be reviewed with the Institute leadership. 16. All financial matters will be handled through the ASTTBC accounts. The Institutes will not hold separate accounts. 17. The Manager, Finance & Administration or other person appointed by the Executive Director will normally provide financial reports on the operations of the Institutes. Institute Collateral 18. The Executive Director will determine the collateral appropriate for an Institute. This may include letterhead, banners, web site, newsletter, regalia and the like. The relationship with ASTTBC will be appropriately displayed. 19. All collateral will be designed and produced through the ASTTBC office. 20. The management of the collateral will be the responsibility of ASTTBC staff. Institute Leadership 21. An Institute may establish its leadership model provided it meets with the requirements of this operating framework and the approval of the Executive Director. 22. In the absence of leadership for an Institute the Executive Director may appoint leadership. 23. The Institute leadership and the Executive Director will collaborate to ensure the most effective operations. Leadership Meetings and Minutes 24. The Institute leadership will convene meetings as needed to carry out the work of the Institute. 25. Meetings of the Institute leadership will normally be arranged through the ASTTBC office, however with the agreement of the Executive Director the leadership may make its own arrangements. 26. Institute leadership meetings will be open to the Executive Director, assigned staff, other staff and members. 27. The Institute leadership will take and produce minutes of each meeting. All minutes will be provided to the Executive Director and assigned staff. Marketing and Communications 28. Marketing and communications initiatives of an Institute will be managed through the Executive Director. 29. The Executive Director will employ all means possible to enlist the resources of the entire ASTTBC membership to advance the interests of an Institute. 30. All marketing and communications materials and messages will be approved by the Executive Director prior to distribution to members or any external party. Institute Operations May 1, 2009 Page 2 of 3

31. The Executive Director will ensure that all marketing and communications meet the high standards set for ASTTBC and that the materials and messaging at all times serve ASTTBC’s Mission and Goals. Managing Issues 32. Recognizing that, as ASTTBC is a large and comprehensive organization, there may be instances where there is not alignment on the operations of the Institute, the Executive Director will meet with the Institute leadership as needed to resolve any issues that arise. 33. To ensure an effective working arrangement the Executive Director and the Institute leadership will meet at least once in each calendar year. Retiring an Institute 34. In the instance that an Institute leadership is unavailable, unable or unwilling to meet the needs and interests of members the Executive Director may appoint others to assume the leadership or, alternatively, ‘retire’ the Institute until such time as it is appropriate to rekindle the work of the Institute. 35. Once established by the ASTTBC Council an Institute will continue to exist ‘on the books’ until such time as the Executive Director recommends to Council that an Institute be disbanded.

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