ASPHER Finances and Organisation of Secretariat Anders Foldspang

1. ASPHER Finances and Organisation of SecretariatAnders Foldspang Deans’ and Directors’ Retreat Friday 25 May 2007 Bucharest, Romania

2. Incentives for change Two incentives for change: • The wish to move to Brussels • The economic incentive ASPHER Finances and Organisation of Secretariat

3. The wish to move to Brussels Two incentives for moving to Brussels: • Proximity to the EU administration, including the DG-SANCO • Proximity to other PH organisations now and in the future ASPHER Finances and Organisation of Secretariat

4. Brussels: Proximity to other PH organisations • Other PH organisations plan to or wish to move to Brussels – or they are already there • If and when they move, they would like to share premises • Some would even consider centralising in a ’House of Public Health’ ASPHER Finances and Organisation of Secretariat

5. Brussels: Can we find premises, which we can afford? • Probably. ASPHER Finances and Organisation of Secretariat

6. Incentives for change: The economic incentive History • Premises and staff paid by the French State until August 2005 • Strategy to keep the present administration 2005-2007 unanimously supported by General Assemblies and EBs: • Two large projects have been established which transfer resources into ASPHER • A seies of attempts to attract further external resources unsuccesful (e.g., Core Competencies Project) • Members only partly supportive of fee increase of 50% needed to keep up administrative tradition – provided 25% of all costs were met by external resources ASPHER Finances and Organisation of Secretariat

7. Incentives for change: The economic incentive History • Shift in strategy by EB decision April-May 2007 – within 2007: • To move to Brussels and • To make ASPHER economically self-supportive based on membership fees ASPHER Finances and Organisation of Secretariat

8. Incentives for change: The economic incentive Philosophy of strategy • Aim: To make ASPHER economically self-supportive based on membership fees only: • Core staff • Core activities • Project activities: Based on external money – like at present • Time frame: To be realised during autumn 2007 ASPHER Finances and Organisation of Secretariat

9. Incentives for change: The economic incentive What can we not afford: • To carry on like now without a 100% fee increase * • No stocks left by end of 2008, if we just carry on _______ * Moderate support for a 50% increase! ASPHER Finances and Organisation of Secretariat

10. Incentives for change: The economic incentive Based on a series of forecasts, based on information from our accountant: What we can afford based on a moderate fee increase: • A full-time association manager - but at 15-20% lower salary than our present director • A ½-time association manager (salaried as above) and a ½-time secretary (approx. same salary level as today) 3. A full-time secretary (same salary level as today) (1) and (2) may be relevant for the present situation - (2) especially in collaboration with other associations ASPHER Finances and Organisation of Secretariat

11. Brussels: The process of moving Black horses inherent in the process: • Costs of, e.g.: • Legal advice in Paris and Brussels • Making staff redundant • Accountancy; de-registration and registration • Premises • Attracting new staff • Practical moving process ASPHER Finances and Organisation of Secretariat

12. A model for the organisation of the secretariat • A junior academic association manager, with a degree in, e.g.: • Public Health • Political science • Economy • In office for 1 year, which may be extended to a maximum of 3 years • Clearer management roles: More weight on the role of the president, the vice president, the secretary treasurer and other EB members • Attractive career situation for a young academic? ASPHER Finances and Organisation of Secretariat

13. A future model for the organisation of the secretariat • Sharing staff and premises with other PH organisations • Staff, e.g. fulltime manager, ½-time secretary ASPHER Finances and Organisation of Secretariat

14. Epilogue • We are grateful for the years, when the French State paid basic secretariat costs – it was, from an economic point of view, a situation of innocent Paradise ASPHER Finances and Organisation of Secretariat

15. Epilogue • We are grateful for the contribution of our staff during all those years – to the development of professionalisation of PH in Europe ASPHER Finances and Organisation of Secretariat

16. Epilogue • We regret that we will no longer be able to keep the present organisational and financial structure ASPHER Finances and Organisation of Secretariat

17. Epilogue • We are however confident that - based on reorganisation – we will be able to develop a cost-effective and creative association for the sustainment of professionalisation of Public Health work in Europe… ASPHER Finances and Organisation of Secretariat

18. What do you think? Comments, please! Thank you for your attention! ASPHER Finances and Organisation of Secretariat