Introduction Our region is the largest in PMI ranging from the Philippines, Malaysia in the north to New Zealand in the south. It is composed of 14 Chapters. Several Chapters in the region have relatively large memberships (New Zealand 785 , Sydney 686 , Melbourne 622, Singapore 310, Malaysia 202 ). These are generally well established, financially sound and are increasingly providing valuable benefits to their members including informative well-run chapter meetings, education and training/workshops, seminars and conferences, breakfast meetings and social events. On the other hand many of the other Chapters are small in comparison ranging from 36 to 82 members. Although region 10 has the potential to contribute - perhaps more than any other in PMI - to the Institute�s membership growth many of the chapters have insufficient funding to market and promote PMI and develop membership benefits in the same way as the larger Chapters Scope of the Role In November, 2002 I was fortunate enough to be elected by the Presidents of Region 10 as their Regional Mentor & Liaison (RML). This position supersedes the previous Director of Regional Advocacy (DRA) held by Iain Fraser from PMI New Zealand before his election to the PMI Board late last year. The scope of the Regional Mentor Program is to establish a formalized approach to assist chapters in their need for improved component cooperation and development initiatives, while mentoring chapter leaders to enhance their opportunities for leadership development. The role includes the following: Provide chapter leaders within each region with mentoring and advice as necessary and within the realm of the individual Regional Mentor and Liaison's experience and knowledge. Assist chapter leaders in identifying opportunities for collaboration with other components. Assist chapters in the development of regional best practices. Provide chapter leaders with opportunities for networking within their region. Regional Strategy In my new position I am required to submit an annual plan to PMI. Following a survey that I conducted with all our Chapters in the region I submitted a two year Strategic plan to PMI Head Quarters earlier this year aimed at meeting my objectives as RML while addressing the very real challenges many of our Chapters face in attracting new members, retaining existing members and providing value to all members. In summary the Plan proposes that we implement initiatives in the following areas; Develop & Maintain a Collaborative Internet Site Our existing regional website needs to be developed to provide true collaborative facilities for all chapters in the region as well as providing a repository for best practices. This would facilitate the goal of the region speaking as �one voice� to PMI and to improve membership benefits overall. Initially a comprehensive list of best practices would be published including a contact list of subject matter experts who are prepared to provide advice and guidance to assist in the use of the best-practice or deployment of the practice. Improve Marketing & Promotion of PMI The chapter Presidents would be responsible to identify, collect , consolidate, categorize all marketing collateral that has potential for use across the region. This includes such items as; Marketing plans Marketing Surveys Corporate, practitioner, academia , sponsorship flyers and other promotional material Marketing and Promotional presentations They would actively work together with the objective of negotiating and establishing national and regional promotional opportunities at a national and regional level. Secure Regional Sponsorship Through the Presidents, a sub-committee would be formed comprised of members of the chapters who have been successful in securing corporate sponsorship with the objectives of expanding this to the region. A major objective is to conduct a regional conference within the terms of the strategy. Provide Regional Funding Funding will be required for the strategy to be effective and the overall objective is for each chapter to become financially self sufficient as its membership grows. It is expected that necessary funds would be partially provided through the Sponsorship initiative described above. However, a number of chapters have selflessly agreed in principle to provide seed funding for the benefit of the other chapters who are not so well positioned. Any contributions from chapters would be expected to be used to partially - or fully - to fund the regional initiatives or individual chapter initiatives that support the regional objectives. This, of course, would be provided on a purely voluntary basis at the discretion of the individual chapter Boards and will need to be carefully planned and managed. PMI would be approached to identify any potential funding that could be provided to support the strategy. Conclusion Most of our stakeholders believe it be an ambitious plan but indications thus far is that there is a great deal of support for it. I am currently working with PMI HQ, the amalgamation of Australian PMI Chapters (Australian PMI Council) and the regional Presidents to begin implementing the plan. Ultimately its success will provide all PMI members in the region with equal access to the membership benefits currently available to only the larger, financially secure chapters. This can only be beneficial to our members, PMI and the profession. I trust that this provides you with some insight into the behind-the-scenes work that is happening to advance PMI in this country and the region. Any thoughts, comments you have will be very welcome. Please e-mail me at [email protected] I will keep you informed as we progress this very important initiative. Graham Oliver PMP Project Management Institute Regional Mentor & Liaison South East Asia, Australia & New Zealand EDS Australia - Level 6, 124 Walker Street NORTH SYDNEY NSW Australia Email: [email protected]

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