Following the October reorganization, divisional managers now hold full authority over day-to-day operations. Despite this shift, the Board continues to spend considerable time resolving short-term operational issues, which diverts attention from its core mandate of policy and planning. To align our governance with the new operating model, we must realign our division of labor, optimize our membership structure, and execute a phased transition to focus exclusively on strategic oversight. To f...
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Following the October reorganization, divisional managers now hold full authority over day-to-day operations. Despite this shift, the Board continues to spend considerable time resolving short-term operational issues, which diverts attention from its core mandate of policy and planning. To align our governance with the new operating model, we must realign our division of labor, optimize our membership structure, and execute a phased transition to focus exclusively on strategic oversight.
To formalize this shift, we will address three key areas:
1. Clarify the division of responsibilities between the Board and the Executive Committee
2. Optimize board size, refine director selection criteria, and establish clear tenure terms
3. Design a phased transition plan to systematically disengage from operational decision-making
