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Purchased
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Endorsements (later)
Dates |
Office Held |
Challenge |
Sander's Accomplishment |
Comment |
1967-69 |
Treasurer |
The original AMC operated on a cash basis, but was spending beyond its means, without regard for its obligations to the members. |
Designed and implemented action urgently needed to avoid impending bankruptcy |
Instituted a quasi-accrual accounting system that assured solvency in ensuing years. |
Tax status needed to be clarified, and made more advantageous for American Mensa. |
Procured tax exempt status from IRS. |
Wrote the original submission to the IRS to square American Mensa's tax status with the law. | ||
It was impossible to plan reliably or work within a budget because of the uncertainty of income when dues were billed throughout the year. |
Instituted uniform billing date for dues |
Saved thousands of dollars for Mensa and made reliable planning possible by changing from anniversary to common billing. | ||
AMC was subordinate to Mensa in England and decisions bounced back and forth so that "the government of Mensa resided in a cloud floating over Iceland." |
Conceived the idea and then negotiated the autonomy of American Mensa |
This negotiation model was adopted by other national Mensas. | ||
Canadian Mensa had the same problem. |
Negotiated the independence of Canadian Mensa |
|||
Needed to reconcile Mensa's social and public service goals |
Founded MERF, Mensa's Education & Research Foundation |
From conception to drafting its charter. | ||
AMC had a monopoly on internal communications |
Established the local group newsletter subsidy. |
Arranged to distribute the Mensa Bulletin by second class mail and used the savings to institute the local group newsletter subsidy. | ||
1969-73 |
AMC Chair |
Even though AMC had computerized membership records, no rosters were available to members. |
Produced the first national membership list and first Mensa Register |
Also provided for regular re-publication with new data. |
American Mensa had sustained a declining membership over a period of several years.. |
Conceived a non- hierarchical organization based upon sub-units relating to one another by exchange of functions and services. |
As Chairman of AMC, successfully managed Mensa according to these principles. As a result, starting in 1970, American Mensa achieved its period of greatest growth. | ||
1997 |
Proposals for the next Chairman |
Problem |
Proposal |
Comment |
Allocation of resources for long-term growth |
Set up separate capital budget |
Invest in equipment and developments that bring actual benefits to members | ||
Incoherent and complex rules - uninformed decisions |
Prune obsolete AMC actions. Set up open committee for radical bylaws reform |
Give special attention to opening up election and referendum procedures to an informed membership | ||
Obstructed internal communication, incompatible with a "round table" |
Invest in modern communication technology available to all members |
"Intranet" is the current buzzword for the concept |
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Created: 01 Sep 96
Revised:22 Mar 97