Consensus / Issues 16/3/2020
Bylaws
A statement which encapsulates purpose as being primarily strategy, oversight of TC, Marketing, Training etc, and development of direction. e.g. Strategic direction of the DDI Alliance standards / work products and its promotion and support
Current purposes should be viewed as more flexible, to grow with the needs of the Alliance, perhaps as standing orders, which would need ratification by another body e.g. either Annual Meeting or Executive.
Current organisation by law “to set up sub groups” move to purpose, to emphasise co-ordination role of SB.
Strong agreement that the SB should present a report to the annual meeting on past activities but also that it should be charged with providing a strategic plan for the forthcoming period (as a document with meaningful choices, e.g. options for discussion), so that it had a clear mandate from the Alliance.
We did discuss specific organisational issues which flowed from the purposes, but leave those as possible options
Board composition
Election of Chair/Vice chair?
Geographic other representation models?
Composition of small group
Not determined by voting?
An open issue we did not discuss was current SB ByLaw that relates to voting
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Notes of Discussion 16/3/2020
Pre-discussion
Gathering Views On By-laws - Purpose
The terms of the Review are to “to propose a restructuring and to draft changes to the Alliance Bylaws” (Jon)
The goal of this temporary group is to restructure the Scientific Board so it is active and engaged throughout the year -- beyond the annual meeting -- and optimally functioning as the scientific and technical body of the Alliance. (Jared)
NS – two issues, participation and composition (if i may, rather decision making than composition itself), what do we want to solve
Role of SB
High level
Focus
Governance
To sign off on a product
Bylaws
Can only provide a structure
Cannot solve issues. Eg., engagement
Create a division of labour within DDI
EB
SB - to direct the WGs/Cttees
E.g., Technical, Marketing, Training
Suggestions
Leave Bylaws as is
Provide more detailed governance suggestions - separate from the bylaws
Future directions, strategy, oversight
Need to be more defined
Define - what is the SB
Include future directions here
Based on Strategic plan
Based on initiatives from WGs
Annual Mtg
Discuss future strategy
What has happened in the past year
Board composition
Election of Chair/Vice chair?
Geographic representation?
Composition of small group
Not determined by voting?
Determined by negotiation?
Tentative options and changes to be implemented:
Add some meat on the description of the SB, forward looking and strategy?
Strategic direction of the DDI Alliance standards / work products and its promotion and support?
Move point on organization re setting up sub groups into purpose by laws
Need to meet more often
Frequency of mtg needs to be specified
Add in something about Executive board about coordination across boards?
Purpose of SB
Present a report at the annual mtg with meaningful choices for future directions
Shares work of SB over the past year
Shares priorities of the SB for the year going forward
To be approved?
Defined on a high level in the Bylaws
Could delegate to the governance document mentioned below
On a detailed level
To be defined in a governance rule document
Or in a standing order for the WGs
Can be amended as needed - this needs to be defined/clarified
Composition of SB
Less constrained
Ability to attract more people
How is it ratified by DDI
Voting re: product
How is this to be handled
Summary of Comments
A summary of the views on the current By Laws are indicated in the Summary row of the table below.
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