Post on 18-Jan-2016
COSEE National Network Meeting, Apr. 6, 2007 A. deCharon, R. Fortner, V. Robigou
COSEE NetworkOperating Agreement - Governance
Review
April 2007
This review is representative of the state of the network asof the first quarter of 2007.
It reflects the natural evolution of a large experimental partnership among ten centers (dozens of individuals) located throughout the U.S. and in various stages of funding,
programs implementation, and growth.
Network Needs - Today for a better TomorrowWell-structured Leadership - clear decision-making path- Executive Committee?- Executive director ?- National COSEE Council?- National Advisory Board?- Central Coordinating Office?
AND Effective Communication - supportive of network- Web?- Briefing Books?- Blackboard?- Listserv, Email?- Meetings? (Network, Council, Others)
AND Unifying Network Themes - unifying projects- Themes that spark the imagination & compel centers to work together- They are the engine, the driver of the network efforts- They should drive the choice of leadership, choice of projects, choice ofmeetings, etc.- They should be informed by “world-need” evaluation (informed bynon-COSEE world’s needs and centers’ approaches, successes and challenges)
Today's apparent COSEE governance model...
GovernanceThe act of affecting government and monitoring (through policy) the long-term strategy and direction of an organization. In general, governance comprises the traditions, institutions and processes that determine how power is exercised, how citizens are given a voice, and how decisions are made on issues of public concern. [From the Institute of Governance]
CE
NT
ER
RE
PR
ES
EN
TA
TIO
N &
WE
B
CE
NT
ER
RE
PR
ES
EN
TA
TIO
N &
WE
B
NCC: One representative (vote) per Center works wellWeb: Clear functions but not workable solution for pro-active, vibrant web site- Suggestion? Outsource to a sub-committee formed by center members
NCC: One representative (vote) per Center works wellWeb: Clear functions but not workable solution for pro-active, vibrant web site- Suggestion? Outsource to a sub-committee formed by center members
EV
AL
UA
TIO
N &
CC
O F
UN
DIN
G
EV
AL
UA
TIO
N &
CC
O F
UN
DIN
G
Evaluation: Results have yet to inform next steps for network- Suggestion? Find ways to use internal & external evaluation to drive activities
Evaluation: Results have yet to inform next steps for network- Suggestion? Find ways to use internal & external evaluation to drive activities
NA
TIO
NA
L A
DV
ISO
RY
BO
AR
D
NA
TIO
NA
L A
DV
ISO
RY
BO
AR
D
NAB: Not structured to positively inform network nor vice-versa- Suggestion? Partial representation of Centers' Advisory Boards
NAB: Not structured to positively inform network nor vice-versa- Suggestion? Partial representation of Centers' Advisory Boards
NE
TW
OR
K M
EE
TIN
GS
& R
EP
OR
TIN
G
NE
TW
OR
K M
EE
TIN
GS
& R
EP
OR
TIN
G
Meetings and Reporting (communication): Number of meetings drive activities instead of vice-versa; Briefing books & blackboard are passive (vs. pro-active)- Suggestion? Vote on minutes, make available on web & searchable (to anyone)?
Meetings and Reporting (communication): Number of meetings drive activities instead of vice-versa; Briefing books & blackboard are passive (vs. pro-active)- Suggestion? Vote on minutes, make available on web & searchable (to anyone)?
ME
ET
ING
AG
EN
DA
& E
XE
C. C
OM
MIT
TE
E
ME
ET
ING
AG
EN
DA
& E
XE
C. C
OM
MIT
TE
E
Executive Committee (ExCom): Central role but barely definedED & CCO: Ties to ExCom not clear; NCC-ED relationship needs definition- Suggestion? Functions / funding distributed & decentralized through sub committees (populated by network members)
Executive Committee (ExCom): Central role but barely definedED & CCO: Ties to ExCom not clear; NCC-ED relationship needs definition- Suggestion? Functions / funding distributed & decentralized through sub committees (populated by network members)
"UN
IFY
ING
PR
OJE
CT
S"
"UN
IFY
ING
PR
OJE
CT
S"
Unifying Themes-Projects: First project had clear connections to the network; Subsequent themes created more work but less feedback into the system- Suggestion? Find ways to restructure governance so it is more "theme-driven"
Unifying Themes-Projects: First project had clear connections to the network; Subsequent themes created more work but less feedback into the system- Suggestion? Find ways to restructure governance so it is more "theme-driven"
PO
LIC
Y &
FU
ND
ING
IM
PA
CT
SP
OL
ICY
& F
UN
DIN
G I
MP
AC
TS
PO
LIC
Y &
FU
ND
ING
IM
PA
CT
SP
OL
ICY
& F
UN
DIN
G I
MP
AC
TS
Changes & opportunities: No systematic way of assessing impacts-Suggestion? Conduct some sort of cost-benefit analysis on case-by-case basis. Over the long run, does the network need someone to work on fundraising/sustainability?
Changes & opportunities: No systematic way of assessing impacts-Suggestion? Conduct some sort of cost-benefit analysis on case-by-case basis. Over the long run, does the network need someone to work on fundraising/sustainability?
GovernanceThe act of affecting government and monitoring (through policy) the long-term strategy and direction of an organization. In general, governance comprises the traditions, institutions and processes that determine how power is exercised, how citizens are given a voice, and how decisions are made on issues of public concern. [From the Institute of Governance]
REMEMBER: The strength of COSEE is in its Centers
Dedicated, innovative individuals could better “cross-fertilize” and enhance the network (with a funding structure for support)
Many network efforts are volunteer-based. What are we willing to invest in to move the network forward?
Questions and Next Steps?This review is a preliminary compilation of issues/concerns as a framework for discussion of governance. Governance is complex: issues, entities, and functions are overlapping and intersecting.
• How can we reconcile all these issues with a reconfigured governance?
• Does reconfiguration of governance help COSEE become more flexible and responsive to the needs of the outside world?
•How does reconfiguring governance facilitate direction of the COSEE network's long-term strategy?
• Blueprint is one step forward but is it time to revisit the network long-term strategy?