MESSAGE FROM THE PRESIDENT

We all know that change is inevitable. What a lot of people don’t realize is that in order to grow and be successful, an organization must change. Ideas, structures, and processes are not meant to be permanent. The most successful organizations are those that are adaptable, flexible, and resilient. In March of 2003 when the SNMTS created its new strategic plan, the leadership recognized the need for change in the society’s organizational structure. We needed to be able to meet the needs of a constantly changing professional environment. We needed a flexible organizational structure that was able to respond rather than react to change. We needed the ability to work on tasks and see them through to completion, and we needed the ability to provide timely, relevant information to our membership.

Keeping in mind those goals, a task force was formed in May 2003 to help develop a new structure. In June 2003 the National Council accepted, in concept, a reorganization plan. Additional recommendations came from the Executive Board in October 2003. Based on the recommendations, the Bylaws Committee drafted the proposed changes and presented them to National Council in February 2004. The National council approved submission of the bylaws changes to the general membership for a vote. The changes included the following recommendations:

• The Executive Board would serve as the governing body of the SNMTS, approving individual projects and programs and the budget.

• The National Council would be renamed the National Council of Representatives (NCR) and would serve as an organizational think tank, sounding board, and conduit for membership opinions. The NCR would discuss professional and organizational issues and funnel information and thoughts from the grassroots.

• Committees would be restructured. Standing committees would be those defined by the bylaws and would have continuing assignments from year to year. Special committees would undertake long-term assignments, make policy recommendations to the NCR and the Executive Board, and perform the day-to-day work of the SNMTS. Task forces would be formed to focus on specific projects and see them through to completion.

• The SNMTS president would head the Executive Board, and a speaker of the house would be elected to run the NCR meetings. The NRC would be expanded to include representatives from industry, students, educators, emerging technologies, cardiology, and administration/management. These special representatives, as well as the Nominating Committee, would be elected by the NCR.

At the February National Council meeting, a fast implementation plan was approved, contingent on the general membership voting in favor of the changes. Leadership was tasked with the formation of new committees and task forces. The process began in April and was completed at the annual meeting in June. The new governance structure was approved by the membership in the spring elections and put into place at the close of the annual meeting.