1. CEO Report SGB Meeting July 31, 2007 New York

2. Outline ACM Overview –Membership –Financials –Member satisfaction Across the Boards –Education –Publications –Professions –Membership Initiatives –On going –New CACM –Council Retreat

3. Membership FY 07 –Professional members:62,360 –Student members:20,063 82,423

4. Membership FY 07 –Professional membership continues to increase

5. Membership Other facts –SIG memberships: 44,491 SIG + ACM33,937 SIG Only10,554 –Chapter members: 33,897 –Subscriptions Print:28,492 Digital Library: –Professional 22,878 –Students 9,165

6. Financials

10. Financials SIG Conferences

11. Financials Fund Balances

14. DL Distribution to the SIGs DL Distribution in perspective $1,574K

15. DL Distribution to the SIGs DL Distribution in perspective $1,800K

16. Member Satisfaction

17. Membership Professional Members –64% Practitioners & Managers –30% Academics/Educators & Researchers Manager 18% Other 6% Researcher 10% Practitioner 46% Academic/ Educator 20%

18. Customer Satisfaction Study Source: Table 7; S1Q5a: Taking everything into consideration, please select the response which best describes your overall satisfaction with your ACM membership. About You and ACM Extremely/very satisfied (7-6) Somewhat satisfied/ neutral (5-4) Somewhat/very/ extremely dissatisfied (3-1) Mean Satisfaction: 5.5 5.6 5.3 5.6 5.6 5.5 5.5 5.5 5.5 5.4 5.4 5.5 Overall Satisfaction with ACM Membership = Significantly higher than 2006/2007 at 90% level of confidence. ProfessionalsStudents Active 2007 (n=1,597) Active 2006 (n=1,870) Active 2005 (n=2,910) Active 2004 (n=2,845) Active 2007 (n=365) Active 2006 (n=485) Active 2005 (n=840) Active 2004 (n=875) % 6150 6157 59 55 58 3543 3538 37 40 38 36 47 44 4545 4646

19. Customer Satisfaction Study Source: Table 8; S1Q6: Please select the statement that best describes how relevant your ACM membership is to your job/overall career (education). About You and ACM Extremely/very relevant Somewhat/slightly relevant Not relevant ACM Membership Relevance to Job/Overall Career/Education = Significantly higher than 2006/2007 at 90% level of confidence. ProfessionalsStudents Active 2007 (n=1,597) Active 2006 (n=1,870) Active 2005 (n=2,910) Active 2004 (n=2,845) Active 2007 (n=365) Active 2006 (n=485) Active 2005 (n=840) Active 2004 (n=875) % 4957 4457 44 42 54 57 4737 5238 52 53 42 38 46 45 54 55

20. Customer Satisfaction Study Source: Table 7; S1Q5a: Taking everything into consideration, please select the response which best describes your overall satisfaction with your ACM membership. About You and ACM 2007 (n=1,597) 2006 (n=1,870) 2005 (n=2,910) 2004 (n=2,845) 2007 (n=361) 2006 (n=413) 2005 (n=652) 2004 (n=630) 2007 (n=283) 2006 (n=333) 2005 (n=533) 2004 (n=481) 2007 (n=687) 2006 (n=805) 2005 (n=1,243) 2004 (n=1,234) 2007 (n=160) 2006 (n=194) 2005 (n=290) 2004 (n=313) 2007 (n=106) 2006 (n=125) 2005 (n=192) 2004 (n=187) Overall Satisfaction with ACM - % Extremely/Very Satisfied with Membership - (Active Professionals Only) = Significantly higher than 2006/2007 at 90% level of confidence. Total Active Pros Academics/Educators Managers Practitioners Researchers Others

21. Customer Satisfaction Study = Significantly higher than 2006/2007 at the 90% confidence level. *5-point scale: 1=not relevant; 5=extremely relevant**5-point scale: 1=will not renew; 5=definitely will renew Source: Table 8; S1Q6: Please select the statement that best describes how relevant your ACM membership is to your job and/or overall career. Table 9; S1Q7a: Which of the following statements best describes how likely you will be to renew your ACM membership? ACM Membership Relevance to Job/Overall Career - Extremely/Very Relevant* - About You and ACM Likelihood of Renewing ACM Membership - Probably/Definitely Will Renew** - (n=1597) (n=1870) (n=687) (n=805) (n=361) (n=413) (n=283) (n=333) (n=160) (n=194) (n=106) (n=125) Total Practitioner Academic/ Educator Manager Researcher Other

22. Customer Satisfaction Study = Significantly higher than 2006/2007 at the 90% confidence level. (1) 7-point scale: 1=extremely dissatisfied; 7=extremely satisfied (2) 5-point scale: 1=not relevant; 5=extremely relevant *Percentages are based on total answering. Source: Table 55; S3Q4a: Taking everything into consideration, please select the response which best describes your overall satisfaction with the ACM Digital Library. Table 56; S3Q5: Please select the response below which best describes how relevant the ACM Digital Library is to your job and/or overall career. Overall Satisfaction with ACM Digital Library (Very, Somewhat, Not Too Familiar with ACM Digital Library*) - Extremely/Very Satisfied (1) - ACM Digital Library Relevance to Job/Overall Career (Very, Somewhat, Not Too Familiar with ACM Digital Library*) - Extremely/Very Relevant (2) - ACM Digital Library Total Practitioner Academic/ Educator Manager Researcher Other (n=1402) (n=1618) (n=580) (n=666) (n=332) (n=382) (n=243) (n=287) (n=154) (n=187) (n=93) (n=96)

23. Customer Satisfaction Study *Caution: Small base size. = Significantly higher than 2006/2007 at the 90% confidence level. (1) 7-point scale: 1=extremely dissatisfied; 7=extremely satisfied Source: Table 95; S7Q1a: Are you a member of an ACM Special Interest Group (SIG)? Table 97; S7Q2a: Taking everything into consideration, please select the response which best describes your overall satisfaction with the ACM SIG which reflects your primary technical interest? Percent Member of ACM Special Interest Group (SIG) Overall Satisfaction with ACM SIG Membership Which Reflects Primary Interest (ACM SIG Members) - Extremely/Very Satisfied (1) - Special Interest Groups (SIGs) (n=642) (n=750) (n=207) (n=243) (n=218) (n=249) (n=91) (n=108) (n=90) (n=112) (n=36)* (n=38)* Total Practitioner Academic/ Educator Manager Researcher Other (n=1597) (n=1870) (n=687) (n=805) (n=361) (n=413) (n=283) (n=333) (n=160) (n=194) (n=106) (n=125)

24. Customer Satisfaction Study = Significantly higher than 2006/2007 at the 90% confidence level. (1) 7-point scale: 1=extremely dissatisfied; 7=extremely satisfied*Caution: Small base size. Source: Table 100; S7Q5a: In the past 12 months, how many ACM Special Interest Group (SIG) Conferences have you attended? Table 102; S7Q6a: Taking everything into consideration, please select the response which best describes your overall satisfaction with the most important conference that you attended in the past 12 months. Percent Attended ACM SIG Conferences Past 12 Months Overall Satisfaction with Most Important ACM SIG Conference Attended Past 12 Months (ACM SIG Conference Attendees) - Extremely/Very Satisfied (1) - Special Interest Groups (SIGs) (n=245) (n=289) (n=45) (n=66) (n=107) (n=119) (n=22)* (n=33)* (n=63) (n=8)* Total Practitioner Academic/ Educator Manager Researcher Other (n=1597) (n=1870) (n=687) (n=805) (n=361) (n=413) (n=283) (n=333) (n=160) (n=194) (n=106) (n=125)

25. Across the Boards

26. Education Board Reorganized Board –Curriculum –Accreditation –Oversight of the Education Council Council –Image

27. Publications Areas of focus –New journals –EICs –Digital Library Issues –Publications business model –Next steps with the Digital Library

28. Professions New Board Focus –Best Practices site/service –Case studies (ACM Perspective) –CTO Roundtable –Significant overlap with the running of Queue

29. Membership Focus –Serving and satisfying members –Current concentration Student satisfaction Chapters Distinguished Speakers Program Digital Media Capture (DMC)

30. Initiatives

31. On-going Initiatives India/China Image and health of the field Diversity Revitalization of CACM Council Retreat

32. India and China Two task forces established China –Met in October –Initial plans in place ACM China Secretariat at Tsinghua ACM China website in Chinese served from the Secretariat Considering co-publishing a Chinese software/systems journal Considering translation of popular content (CACM, Queue) to Chinese –Next meeting being planned India –Task force is just now coming together –Meeting this Fall

33. Image and Health of the Field Long-standing concern and focus Activities –Globalization Report –Computer Science Teachers Association –Image Task Force –National Center for Women and Information Technology –ACM Education Policy Committee

34. Diversity Gender equity –Year long effort underway to rethink/revitalize ACM-W –Hub within the National Center for Women and Information Technology (NCWIT) –Presenter of the Grace Hopper Celebration of Women annually Ethnic diversity –Cosponsor of the Coalition to Diversify Computing –Sponsor of the Tapia Conference

35. A New CACM

36. CACM History Launched in 1958 By the late 1960s CACM was established as a premiere research journal Throughout the 1970s ACM was changing –Conscious effort to serve the broad practitioner community By the early 1980s there were a number of issues with, or related to, CACM –Research articles were difficult to understand for many members –Results reported were not relevant for an increasing number of members –Increasing backlog –Transactions had emerged

37. CACM History First redesign – early 1980s –From a journal to a magazine –Try to satisfy everyone Regular columns News analysis Hot technologies Interviews Case studies Tutorials Some research articles

38. CACM History Second redesign – early 1990s –Further magazination of CACM Stronger focus on applications More responsibility to professional staff Smaller role played by editorial board Why another redesign? –Pervasive dissatisfaction with current CACM –Current design over 20-year old –Evolving membership –Internet, WWW, Digital Library –Queue (2003)

39. CACM Redesign Task force established by Dave Patterson in late 2005 Options: –Minor change –Fully professional magazine (a la IEEE Spectrum) –ACMs Science –Preferred: Science

40. CACM Redesign The Science model –Extensive news section –Premier research journal –Perspectives (scientific or news) –Other features (book reviews, policy, education, etc.) –51 issues per year, staff of 120 Should CACM be a research journal (again)? No! –CS research is conference driven –Journal review process problematic Solution –Solution: Research and Discovery (R&D) –(Best of Best) section with perspectives.

41. CACM Redesign Task Forces model for a new CACM –News –Columns –Computing Practices –R&D (with perspectives) Moshe Vardi invited to take the lead in shaping this into a real model … and to be the EIC –Discussions: SGB (February 5, 2005) Three general discussions with membrers –New York (February 12, 2005) –San Francisco (March 16, 2005 –London (March 23, 2005) Publications Board (May 15, 2005) Executive Committee (May 18, 2005)

42. CACM Redesign What was learned from the discussion groups? –ACM must have a print flagship publication. –Idea of R&D articles is great, but do not just reprint original articles. –Queue provides the right content for practitioners. –CACM should continue to publish peer-reviewed articles. –Edgier opinions desired. –New look&feel badly needed. –Consider changing name. Moshes analysis of what went wrong –Under investment (5 FTEs vs. 15 FTEs) –Under involvement (by the Editorial Board)

43. CACM Redesign New content model for CACM –News: Unique CACM voice (in depth, global, cutting edge, people, ACM news) –Opinions: Columns, viewpoints, counterpoints, interviews, etc. –Technology: Queue content (with perspectives) –R&D: Top articles from recent computing research (conference) literature (with perspectives) –Peer-reviewed articles: Broad appeal, contributed and solicited

44. CACM Redesign Editorial model: Active and Authoritative –Divide EB into six semi-autonomous committees, corresponding to CACMs sections plus website. –Significant international involvement. –Let committees devise editorial models for each section. –Executive committee: EiC + committees chairs + publisher – oversight and coordination.

45. CACM Redesign Implementation plan: –Hire magazine publisher (+ other skills) –Work out transition plan with Queue –Initiate graphic redesign –Form EB and refine editorial model –Start pipeline of R&D articles –Big-Bang issue: June 2008

46. CACM Redesign Significant investment –~ 14 staff –~ $4 Million Significant opportunity –To create the Science Magazine for computing –To create something of real value as the primary member benefit –To, in the long run, improve the prospects of acquiring and retaining members Approved by ACM Council in June

47. Council Retreat

48. Two topics –ACMs international model –ACMs financial strategy Council Retreat

49. International Model - Context Since 1990 ACM has had a goal of being more international This goal has resulted in varying objectives over the past 15 years –Increasing the number of conferences held outside the US –Increasing the number of local chapters outside the US –Becoming an individual, international member of IFIP –Ensuring non-US membership on Council, the EC, ACM Boards, and committees –Increasing the number of non-US members –Increasing the number of non-US universities participating in the ACM ICPC –Ensuring international reach of the ACM Digital Library Results have been mixed –Level of activity outside the US has increased –Yet, we are still viewed as a US-centric organization

50. International Model - Context Key issues –There is a fairly consistent sense that ACM is somehow falling short in its role as an international society –Yet, we have no clear goals or objectives against which to measure progress –So, in what way is ACM failing? Purpose of this discussion –Review where we really are as an organization –(Re)define our goals and objectives relative to ACMs presence outside the US –(Re)consider what is the right model for ACMs international reach given those goals/objectives? –What actions do we need to take? The approach –HQ collected a significant amount of data on current engagement worldwide –Working group has helped shape the issue and the discussion outline Joe Konstan, Michel Beaudouin-Lafon, Alain Chesnais, Wendy Hall, Andrew McGettrick, and Alex Wolf

51. Current International Engagement Look at –Distribution of ACM members –Geographic diversity in usage of ACM products and services –Geographic diversity in leadership of ACM –Geographic diversity in our current priorities

52. Current International Engagement ACM professional members How do we compare with the IEEE?

53. Current International Engagement ACM and IEEE professional members How does ACM compare to five years ago?

54. Current International Engagement ACM from FY02 to FY07

55. Current International Engagement Customer engagement

56. Current International Engagement Other activities

57. Current International Engagement ACM Leadership

58. Current International Engagement ACM Technical Leadership

59. Current International Engagement ACM Recognition

60. Current International Engagement Observations –More non-US members than FY02 –ACM geographic distribution is not that different from IEEE (65% US vs. 59% US) –Greatest geographic diversity is in and around research publications DL access and usage Journal/transactions editors Pubs Board Program committees for major research conferences –Least geographic diversity centers on ACM leadership Council and Boards SIG leaders

61. International Engagement Council discussion –Lead from our strengths (research publications/conferences and education) when engaging outside the US. Research is a global endeavor, largely conducted in English, and a major strength of ACM. Research assets do not need to be localized. –We should work to increase geographic diversity in all aspects of ACM leadership. –When reaching outside the research community to local practitioners, we should reconsider partnerships with national societies. –China and India should continue as a major focus. The EC agreed to take on the task of developing next steps based on this discussion.

62. Financial Strategy

63. Focus –ACM General financial trends and issues –Not SIG finances Motivation

64. Financial Strategy Approach –Financial trends –Strategic look at spending Programmatic perspective Principles Strategic trends –Looking forward New spending New revenue

65. Financial Strategy Context –ACM is financially sound –ACM Net is traditionally $2Million - $3Million annually –Both the SIGs and ACM General are budgeting at roughly break-even for FY08 –Concentrate on ACM General (vs. ACM SIGs) SIGs traditionally budget conservatively, but there is concern over conference expense rising fast than conference revenue ACM General trends as reflected in the FY07 projection and FY08 budget are real SIG direction is largely under the influence of SIG leaders Councils impact on strategic financial issues is greatest with the General side of ACM

66. A Strategic Look at ACM Finances Principles over the past several years –Invest in and grow the ACM publishing program New publications Digital Library growth –Support the profession and professionals/practitioners Queue Professions Board Increased support for the profession –Increase the value proposition for ACM membership Hold dues constant Invest in services –Invest in raising awareness

67. Financial Strategy Outcomes –Our principles are being followed Membership is increasing The publications portfolio is expanding DL revenue is increasing Satisfaction among practitioners is increasing –But it is time to consider The price of ACM membership The long-term financial implications of an expanding publications program Other cuts at viewing ACM spending revenue