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COSEE Network Governance: Enhancing Leadership, Communication, and Unifying Themes

This review examines the state of the COSEE Network in 2007 and highlights the need for well-structured leadership, effective communication, and unifying themes. It also explores governance issues and suggests ways to improve the network's long-term strategy.

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COSEE Network Governance: Enhancing Leadership, Communication, and Unifying Themes

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  1. COSEE Network Operating Agreement - Governance Review April 2007 This review is representative of the state of the network as of 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. COSEE National Network Meeting, Apr. 6, 2007 A. deCharon, R. Fortner, V. Robigou

  2. Network Needs - Today for a better Tomorrow • Well-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 of • meetings, etc. • They should be informed by “world-need” evaluation (informed by • non-COSEE world’s needs and centers’ approaches, successes and challenges)

  3. Governance The 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] Today's apparent COSEE governance model...

  4. CENTER REPRESENTATION & WEB

  5. NCC: One representative (vote) per Center works well • Web: Clear functions but not workable solution for pro-active, vibrant web site • Suggestion? Outsource to a sub-committee formed by center members CENTER REPRESENTATION & WEB

  6. EVALUATION & CCO FUNDING

  7. EVALUATION & CCO FUNDING • Evaluation: Results have yet to inform next steps for network • Suggestion? Find ways to use internal & external evaluation to drive activities

  8. NATIONAL ADVISORY BOARD

  9. NAB: Not structured to positively inform network nor vice-versa • Suggestion? Partial representation of Centers' Advisory Boards NATIONAL ADVISORY BOARD

  10. NETWORK MEETINGS & REPORTING

  11. 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)? NETWORK MEETINGS & REPORTING

  12. MEETING AGENDA & EXEC. COMMITTEE

  13. Executive Committee (ExCom): Central role but barely defined ED & CCO: Ties to ExCom not clear; NCC-ED relationship needs definition - Suggestion? Functions / funding distributed & decentralized through sub committees (populated by network members) MEETING AGENDA & EXEC. COMMITTEE

  14. "UNIFYING PROJECTS"

  15. 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 PROJECTS"

  16. POLICY & FUNDING IMPACTS POLICY & FUNDING IMPACTS

  17. 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? POLICY & FUNDING IMPACTS POLICY & FUNDING IMPACTS

  18. Governance The 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?

  19. 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?

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