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IEEE Ad Hoc Committee on Africa


The IEEE Africa Ad Hoc Committee will prepare a roadmap for IEEE’s future activities in sub-Saharan Africa. These activities include:

  1. assessing IEEE member activities and developing plan(s) for supporting local membership activities that nurture volunteer leaders in target countries;
  2. implementing programs that will develop, train, and advance the infrastructure and engineering workforce;
  3. foster, in collaboration with other organizations, the development of technology solutions suitable to the needs of countries in sub-Sahara Africa region;
    1. develop recommendations on how IEEE can facilitate entrepreneurship in Africa;
  4. in partnership with other organizations, stimulate research and development activities in the region;
    1. facilitate increased access to technical information.


While the Committee will meet most frequently by teleconference, the budget will allow for at least one face-to-face meeting. Other face-to-face meetings may be considered in connection with outreach activities that support the objectives above.

The committee will present a preliminary report on its activities to the IEEE Board of Directors in its August meeting. A final report on its accomplishments for 2014 shall be presented at the November meeting of the IEEE BoD.

Funding for the committee activities will come primarily from the Humanitarian budget line. The division of funds between the HAHC and the Africa Committee will be decided by the IEEE President in consultation with the chairs of both committees. Funds from the Emerging Markets budget line will also be used to support the activities of Africa Ad Hoc Committee.


  • Peter Staecker (Chair)
  • Jessica Colaço
  • Robert Gateru
  • Vincent Kaabunga (Past Chair)
  • Joseph Mutale
  • Towela Nyirenda
  • Robin Podmore
  • Costas Stasopoulos
  • Peter Ulanga
  • Gertjan van Staam

Staff (Non Voting):

  • Patrick Ryan

IEEE Ad Hoc Committee on IEEE Branding View


In January 2013, the Board of Directors (BoD) heard a presentation on the purpose, process, and outcomes associated with the IEEE Brand Valuation Study, including a valuation of the IEEE brand. This process was repeated in June, at which time the BoD accepted the report with appreciation, while noting that further progress would require additional BoD evaluation. The purpose of this Ad Hoc Committee is to advise the BoD on the definition and merits of a plan to increase the value of the IEEE brand.

Principles for Proceeding:

  • It has been argued that successful corporate branding often stems from a strong coherence between what the company's top management (in this case, the IEEE Board of Directors) seeks to accomplish (their strategic vision), what the company's employees (in this case, the members, volunteers, and staff) know and believe (lodged in its organizational culture), and how its external stakeholders perceived the company (their image of it). Misalignments among these three factors may indicate an underperforming corporate brand. This type of corporate brand analysis has been labelled the Vision-Culture-Image (VCI) Alignment Model in MJ Hatch & M Schultz, "Taking Brand Initiative: How Companies Can Align Their Strategy, Culture and Identity Through Corporate Branding" (San Francisco: Jossey Bass, 2008).
  • One striking outcome of the brand valuation study is that the IEEE brand is valuable today and it is quite unlikely that the value was attained using the VCI Alignment Model. More than 400,000 people worldwide pay to participate while, in a corporation, they would have been paid to realize the corporate vision. In this case, it is possible that likeminded folks affiliated because they wanted to advance technology for the benefit of humanity. Cooperatively and competitively, the various units developed the image that this is what IEEE is about. Over time, that developed into the IEEE culture. Board members came from that culture and so set policies and hired staff to strengthen and maintain the collective culture. To the extent this is true, it is the exact inverse of the VCI model.


Brief the BoD at no later than June 2014 meeting on progress toward the following:

  • peer groups (non-profits, preferably in IEEE's member-driven space) who use branding and their sense of the value in the exercise;
  • a hypothesis as to what the IEEE has done to achieve the brand value it has today;
  • assessment of the cost and benefit of increasing brand value;
  • a plan for moving forward, including:
    • plan elements and associated costs (on an annual or transaction basis);
    • plan pros and cons, including governance issues, if relevant.


  • Robert Hebner, Chair
  • Michael Andrews
  • Karen Bartleson
  • Michael Lightner

Staff (Non-Voting)

  • Patrick Mahoney (alternate: Rodney Spady)



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IEEE Ad Hoc Committee on IEEE Globalization Strategy


The 2014 Ad Hoc Committee on IEEE Globalization Strategy is an ad hoc committee of the IEEE Board of Directors, appointed by the IEEE 2014 President and approved by the Board of Directors, and shall be responsible to the IEEE Board of Directors for developing an Institute-wide globalization strategy for IEEE.

IEEE is a multi-faceted global organization with membership in over 160 countries. IEEE runs over 1,300 conferences, many of which are international, and maintains over 1,000 standards with international implications. IEEE has offices and employees in Belgium, China, India, Japan, Singapore, and the United States. This global growth was made without a clear Institute-wide, globalization strategy. Because there is no Institute-wide strategy, major operating units (OUs) such as Member and Geographic Activities (MGA) independently developed plans for Japan and India, Educational Activities (EA) developed plans for Singapore, and Standards Association (SA) has a worldwide plan. These OUs implemented their own strategies, sometimes successful but often without coordinating their efforts, and often without the involvement of local members and volunteers. As a result, the Board of Directors lacks visibility into these various strategies, and various efforts seem uncoordinated.


The mission of the committee is to develop an Institute-wide globalization strategy. This strategy should build on current strengths, maximize the synergies between the major OUs, and chart a course ten years into the future to grow membership and volunteer-leadership worldwide, expand IEEE's impact on public policies, engage technical experts worldwide, and reach underserved and growth markets for conferences, standards, publications, and educational products and services.

Consistent with the above, the Committee shall:

  1. analyze all current IEEE globalization plans and initiatives, and document objectives, costs, and expected return-on-investment performance of those plans and initiatives;
  2. develop metrics for current and future globalization plans and initiatives that report on their progress, across all lines of business, including a cost-benefit analysis for each globalization initiative. These metrics should include a process to decide when to abandon a globalization effort. Metrics should also be developed for global initiatives of humanitarian nature;
  3. develop and recommend to the Board of Directors an Institute-wide globalization strategy that builds on current globalization initiatives where appropriate. Assign roles and responsibilities within the organization in implementing the proposed strategy.
  4. Develop metrics for evaluating the Executive Director’s performance with regard to globalization.


  • Howard Michel, Chair
  • Tomonori Aoyama
  • Antonio C. Ferreira
  • Fred Mintzer
  • Józef Modelski
  • José Moura
  • Barry Shoop
  • Lawrence Wong
  • Ellen Yoffa (Strategic Planning Adhoc Chair)

Staff (non-voting):

  • Cecelia Jankowski
  • Konstantinos Karachalios
  • Matt Loeb

IEEE Ad Hoc Committee on Infrastructure, Strategy, and Growth


The purpose of this ad hoc committee is to provide the Board of Directors with information they can use to make informed decisions on infrastructure funding, cost, and its future evolution. The specific information to be researched and analyzed includes:

  1. a summary of the activities included in the infrastructure costs;
  2. a summary of the funding/income streams that support each of the infrastructure activities;
  3. identification of those infrastructure activities that have a predictable change in cost due to previous Board decisions;
  4. an accurate assessment of the infrastructure evolution in the past five years and an estimate of the change of infrastructure costs over the next five years;
  5. an estimate of the changes in the income streams that support infrastructure over the next five years;
  6. recommendations as to how to address any problems identified in the study.

The ad hoc committee will work closely with IEEE staff members and IEEE Fincom to make certain the summaries presented to the Board are traceable to the IEEE budget and accounting systems.


  • Robert Hebner, Chair
  • Sergio Benedetto
  • Thomas (Tom) Coughlin
  • Harold Flescher
  • Susan (Kathy) Land
  • Joseph (Joe) Lillie
  • José Moura
  • John Barr (IEEE Treasurer)

Staff (non-voting):

  • Thomas (Tom) Siegert
  • Denise Hurley

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IEEE Ad Hoc Committee on Career Resources


IEEE members have consistently indicated that career resources is one of the important product/service areas from IEEE. Career resources are defined by several types of products sought out by engineering and technology professionals to assist in the areas of employment, development, planning, and retirement. (Note: Training products are being addressed as part of Continuing Education activities.) Historically, there have been several issues with IEEE career resources, including: (1) very few global career resources exist; the vast majority of resources have been focused on the US membership; (2) resources are offered from a number of IEEE OUs, providing any user with a fragmented means of access and user experience; and (3) the level of quality is inconsistent.

For IEEE to provide a meaningful impact in the area of career resources, for both members and non-members, there is a potential requirement for large up-front investment, prior to recouping costs through membership recruitment/retention and additional revenue. Given varying levels of IEEE presence in different regions and countries and varying needs by practitioners, this strategy will require time to become truly global as it rolls out to targeted regions/countries. This is an area of significant competition from other professional associations and for-profit entities.


The Ad Hoc Committee is intended to be a source of insights about business issues and concerns, product scope and relevance, and member service. The primary mission of the Ad Hoc Committee is to provide the IEEE BoD with insight from industry and from membership/volunteer perspectives regarding IEEE career resources, and to provide recommendations of actions, including new products and services, to support:

  • increased relevance of IEEE to different global audiences, members and non-members, through delivery of relevant career resources;
  • expanded relevance and impact of IEEE to practitioners outside academia, increasing IEEE's reach in a growing segment;
  • exploration of career resources as a potential area of existing and new revenue streams for IEEE.


  • Ralph Ford, Chair (Region 2)
  • Rob Anderson (Region 7)
  • Pablo Herrero (Region 8)
  • Peggy Hutcheson (Region 3)
  • Salima Kaissi (Region 8)
  • Zhengang Pan (Region 10)
  • Nury Ramirez (Region 9)
  • Emi Yano (Region 10)
  • Cecelia Jankowski
  • Chris Brantley

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IEEE Ad Hoc Committee on Code of Conduct and Policy Review


  • The Ad Hoc Committee will engage in a review of current written policies authored and approved by IEEE OUs addressing Code of Conduct within IEEE worldwide.
  • Further, the Committee will analyze the written policies' deficiencies and inconsistencies and propose actions with the objective of achieving a robust IEEE ethics and compliance with New York State laws (where IEEE is incorporated) based on best practices applicable to the organization.
  • The results of the review, analysis, and the proposed actions including the Code of Conduct will be presented at the June 2014 IEEE Board of Directors meeting, and any recommended changes will be implemented before year end.


  • Karen Pedersen, Region 4 Director - Chair
  • Alex Acero Pres. Signal Processing Society (Region 6)
  • Parviz Famouri, Region 2 Director
  • Roger Fujii, Division VIII Director (Region 6)
  • Takako Hashimoto, Region 10
  • Tania Quiel, past Region 9 Director
  • Marina Ruggeri, Division IX Director (Region 8)
  • Eileen Lach
  • Mary Ward-Callan

IEEE Ad Hoc Committee on Confidentiality Policy Improvements


As with many organizations, IEEE has a challenge in striking the balance between openness and confidentiality. As a not-for-profit member organization focused on benefiting humanity, much of IEEE's information should be available to the public and nearly all of it should be available to its members. But there is clearly some information that appropriately should be less available. This situation puts conflicting demands on the organization. On one side it is critical to protect intellectual assets. On the other, it is also critical to share information, plans, and activities with relevant people to gain the benefit of their knowledge and experience and provide them with the information needed to perform their duties.

Without an effective policy, the balance is left to individual judgment, with a resulting range of potentially confusing practice. Effective policy reduces the confusion and provides the clarity needed to adjust the balance if necessary.


To develop a consistent confidentiality policy that addresses:

  1. classification;
  2. marking documents;
  3. protecting documents;
  4. sharing documents inside IEEE;
  5. disclosure outside IEEE;
  6. executive session;
  7. reclassification

…while either complying with or proposing changes to relevant IEEE bylaws as appropriate. The policy will also accommodate situations, such as might be encountered by legal or human resources activities, for example, that might require specific definitions in the policy to comply with legal requirements or best practice.


  • Robert Hebner, Chair
  • James (Jim) Jefferies
  • James (Jim) Moore
  • Edward (Ed) Rezek
  • John Vig
  • Ellen Yoffa
  • Eileen Lach
  • Patrick Mahoney

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IEEE Ad Hoc Committee on Entrepreneurship


The IEEE Board of Directors has established "expanding nimble, flexible, 'disbandable' IEEE communities allowing individuals from around the world to share, collaborate, network, debate, and engage with one another" as a strategic priority. An important, yet untapped, community for IEEE to engage is comprised of those working in the technology investment sector: venture capitalists, angel investors, social entrepreneurs, and those engaged in innovative start-ups. The focus of this committee is to identify the most pressing needs of this community and to develop recommendations as to how IEEE can best engage professionals in this sector with meaningful programs, products, and services. The committee should both evaluate current IEEE offerings to determine their suitability to serve the community and identify new programs that IEEE can develop.

The committee is expected to offer its recommendations to the Board of Directors no later than its August meeting (at Sections Congress).


  • Thomas (Tom) Rowbotham, Region 8 (UK) – Chair
  • Ken Stauffer, Region 1 & 3 (US) - Vice Chair
  • Joao Barros, Region 8 (Portugal)
  • Milton Chang, Region 6 (US)
  • Gerhard Fettweis, Region 8 (Germany)
  • Aby Kurian, Region 10 (India)
  • Ana Luisa Santos, Region 9 (Brazil)
  • Costas Stasopoulos, Region 8 (Cypress)
  • Mark Wingate, Region 5 (US)

Staff (non-voting):

  • Elena Gerstmann, Corporate Activities Management & Administration
  • Scott Grayson, IEEE-USA Career Member Services
  • Rory McCorkle, MGA Member Products & Programs - Member Experience
  • Randi Sumner, Technical Activities Volunteer Engagement
  • Mary Ward-Callan, Technical Activities Management & Administration

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IEEE Ad Hoc Committee on Future Technology Applications


The IEEE Board of Directors has endorsed "ensure we are in front of disruptions affecting our operations" as a strategic priority for the organization. In consideration of the role IEEE will play in the next five to ten years, it is likely that new technology applications will emerge that could enhance IEEE's ability to engage and serve its members and customers in new ways. The purpose of this ad hoc committee is to scan the technology landscape to gain insight and access to these new applications in development with an eye on evaluating and, if appropriate, trialing these to determine their fit in IEEE's future technology architecture. The goal is to assist IEEE in keeping its technology operations "state of the art" or even pioneer the use of new solutions before they hit the market. The committee will meet primarily by teleconference and WebEx. Should a need for an in-person meeting emerge, the committee's Chair will make such a request to the IEEE President. The IEEE President shall give consideration to this request and, if it is approved, will so inform the Chair along with an appropriate budget to support the meeting.


  • Tuna Tarim (Texas Instruments), Region 5 (Chair)
  • Luis Felipe de Souza (GE), Region 9
  • Ralph Ford (Penn State), Region 2
  • Harold Javid (Microsoft), Region 6
  • Diogo Mónica (Square), Region 6
  • Xiaowei Shen (IBM Asia), Region 10
  • Heinrich Stüettgen (NEC Europe), Region 8
  • Min Wang (Google), Region 6
  • Staff liaison: Ting Qian

IEEE Ad Hoc Committee on Humanitarian Activities

Consistent with the board-approved initiative in 2011, the IEEE Ad Hoc Committee on Humanitarian Activities shall continue to evaluate IEEE's potential for sustainable influence and impact on improving the quality of life for underserved populations. In 2013, the committee's work will be focused on building local engineering capacity through workforce development, community engagement, and thought-leadership and advocacy. The committee will also continue to develop a comprehensive set of recommendations, including a long-term business model, to operationalize IEEE's future work in this area. These recommendations are slated to come before the IEEE Board of Directors in June 2014. The committee will provide progress reports at each of the 2013 meetings of the board.


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IEEE Ad Hoc Committee on Industry Engagement

Composition, Objective, and Scope:

The committee objective is to make recommendations to the Board of Directors to increase interest and participation from the industry stakeholders specifically striving for:

  • identification of IEEE best-practice services that are valued by industry;
  • sharing of industry best practices across the IEEE enterprise;
  • greater understanding of industry needs to customize offerings that will be valued;
  • improved industry understanding of IEEE and its value proposition;
  • increased industry recognition;
  • added senior-level support for volunteer-driven IEEE developments and membership;
  • defined process for sustained input from industry leaders to tailor future offerings.

In order to achieve its objectives, the committee will:

  • collect information on current industry best practices and capabilities that are being deployed across the enterprise;
  • convene a senior-level industry focus group to better define perception and needs;
  • implement a survey that captures industry perceptions and opportunities;
  • brainstorm utilizing the above as inputs to recommend best-practice sharing, feedback mechanisms, involvement, recognition, and marketing techniques that embrace industry needs.


  • Wanda Reder (Chair)
  • Justin Chuang (ASTRI)
  • James Freeman (Boeing)
  • Roger Fujii Hideo Kuwahara (Fujitsu)
  • Yrjö Neuvo (Nokia)
  • Dorin Panescu (Advanced Cardiac Therapeutics)
  • Gee Rittenhousen (Cisco)

Staff (non-voting):

  • Matt Loeb
  • Mary Ward-Callan
  • Konstantinos Karachalios


The committee will provide a set of recommendations to the Board of Directors, including, but not limited to:

  • sharing of best-practice industry offerings across the IEEE enterprise;
  • a mechanism that captures industry feedback to understand their evolving needs;
  • products/services and or processes that will increase the value of IEEE offerings to the industry and thereby increase their representation and membership;
  • guidelines for appropriate industry representation in ongoing IEEE decision making;
  • recognition and awards that highlight industry contributions and achievements;
  • metrics to assess improvements in engaging industry stakeholders.

The committee shall also consider answering the following questions: Can industry leaders collaborate with IEEE in defining its vision for the future? What actions should IEEE take to remain a relevant organization ten years from now?


  • An initial set of recommendations will be provided to the Board of Directors by the August (Sections Congress) meeting.
  • A first comprehensive report will be provided to the Board of Directors by the November meeting.

IEEE Ad Hoc Committee on Information Technology


The objective of the committee is to make recommendations to the BoD, proposing mechanisms for IEEE stakeholder organizations to effectively leverage IEEE IT services, minimize redundancies in IT investment across IEEE, allow IEEE to operate efficiently, effectively, and securely, while, at the same time, preserving stakeholder’s necessary autonomy and flexibility and ensuring that the following principles are observed:

  • support OUs in providing efficient services to their communities and membership;
  • support volunteer-driven innovation, entrepreneurship and productivity;
  • preserve regional, technical and community cultures of all stakeholders;
  • ensure input from all IEEE stakeholder communities (volunteers and non-volunteers) towards the requirements for current and future IT services;
  • establish procedures for communicating IT requirements to the staff, including Service Level Agreements;
  • ensure a high level of safety, security, and reliability – including effective system and information security, user privacy, reliable operation, and coordinated disaster recovery mechanisms – within all stakeholder domains and across IEEE.

This mission is aligned and should contribute to the following objectives, as contained in the recent IEEE IT Strategy Roadmap 2013-2018 prepared by staff:

  • IT must be a trusted partner of all IEEE OUs;
  • IT must support the prioritized goals and targets of IEEE and its OUs;
  • IT must be knowledgeable and effectively understand IEEE’s business;
  • IT must support improving the volunteer experience.

Process and Mechanisms

In order to achieve its objectives, the committee can:

  • collect information on current IT capabilities, practices and requirements of IEEE stakeholder organizations, and identify redundancies;
  • obtain information on recent IEEE security breaches to determine appropriate responses;
  • investigate efficiency and utilization of IEEE IT services in serving IEEE stakeholder communities and membership;
  • analyze the IEEE IT strategic and business plans  and ensure that they prioritize IT projects that directly support the IEEE’s and the stakeholder’s strategic IT needs;
  • evaluate service scenarios (e.g. structure, oversight, accountability) as well as monitoring mechanisms and performance metrics for IEEE IT operations and services that ensure responsiveness and adequate support for volunteer innovation and productivity;
  • meet with IEEE CIO to better understand IEEE IT capabilities and concerns and the actions underway to address these concerns;
  • provide IEEE IT staff with information about volunteer structure and needs of stakeholders to serve their membership;
  • provide periodic readouts on progress to BoD and IEEE stakeholders, and solicit timely feedback


The committee will provide a set of recommendations to the BoD:

  • Recommend specific actions based on the evaluation of the strategic/business plans provided by staff. This evaluation will include:
    • cost and efficiency;
    • level of safety, security, and reliability;
    • level of involvement of stakeholder organizations in the creation and implementation of the plan provided by staff;
    • ability to adequately deliver services to the volunteer communities and other mission critical parts of IEEE;
    • ability to support volunteer innovation and productivity, and preserve their community culture.
  • Recommend specific actions for the path forward in handling present and future IT needs in IEEE that takes into account not only cost and efficiency but also the desired level of autonomy of the diverse stakeholders in:
    • ensuring the adequate delivery of services to their volunteer communities;
    • supporting their volunteer innovation and productivity;
    • preserving their community culture;
    • ensuring meaningful dialogue on requirements always occurs between IEEE IT and stakeholders prior to the creation or implementation of any plan.
  • Recommend a methodological framework on how to leverage/combine central and distributed needs and frame the dialogue between IEEE IT and each stakeholder so that volunteers and staff can develop together strategic plans that meet present and future requirements of all stakeholders
  • Recommend the appropriate level of integration between the stakeholders’ IT and IEEE IT that lowers cost and improves efficiency but also supports the necessities of the diverse IEEE stakeholders
  • Recommend a clear demarcation between what services IEEE IT should be responsible for and what services stakeholder IT should be responsible for
  • Recommend mechanisms for consolidating volunteer efforts and ongoing needs:
    • sharing best practices, in-house developed applications and services among stakeholder organizations and communities;
    • providing feedback to IEEE IT on its performance in delivering services to stakeholder organizations, communities and membership;
    • assessing improvements, performance monitoring mechanisms, and performances metrics of stakeholders and IEEE IT;
    • ensuring technical and business assumptions in the various stakeholder strategic plans are contemplated in the IEEE IT strategy so there is alignment to deliver requirements, functionality, and services to support evolving volunteer needs as they strive for innovation, improved member services and increased productivity.


The committee is comprised of volunteers from IEEE stakeholder organizational units (IEEE-SA, IEEE PSPB, IEEE Conferences, IEEE Technical Activities, IEEE MGA) that are either: subject matter experts or; serve in their units as volunteer CIO or; who are responsible for oversight of IT operation and services provided to communities and membership.

  • Stefano Galli (Chair, ComSoc CIO)
  • Harvey Freeman (IEEE Director)
  • Roger Fujii (IEEE Director)
  • S. Gopakumar (Vice Chair, MGA)
  • Timothy Lee (MTT-S President)
  • Bruce Kraemer (IEEE Director Elect , SA)
  • William (Bill) Moses (IEEE Director Elect, Conferences Comm.)
  • Wanda Reder (IEEE Director)
  • Gianluca Setti (IEEE Director, PSPB)
  • John Walz (IEEE Director Elect)

Staff (Non-voting)

  • Alexander Pasik (IEEE CIO)

IEEE Ad Hoc Committee on Strategic Planning


Focus on strategic issues as identified by the Board and prior strategic planning activities and ensure that they are broadly socialized and connected to implementation plans within IEEE.


  • Ellen Yoffa, Chair
  • Karen Bartleson
  • Martin Bastiaans
  • Norberto Lerendegui
  • Michael Lightner
  • Howard Michel
  • Vincenzo Piuri
  • Cheri Warren (Past Chair)
  • Matt Loeb