These are guides both for those seeking election or considering the nomination of a candidate for election to the new Council, and those expressing willingness to serve on the Executive Board.
It should be noted that the CA regards all positions on the Council, the Executive Board and its working committees as important.
The main difference is that Council is focused on establishing the appropriate achievable goals and monitoring the outcomes whereas the functional committees must focus on getting things done.
Getting the right people into the right jobs is a very important part of the new structure.
The role of Council is to direct the CA's activity through strategy, policy and scrutiny. It will not run croquet on a day to day basis. It particular responsibilities will be:
- Establishing 'overarching' policy goals
- Initiating strategic initiatives
- Scrutinising the work of the Executive Board
- Ensuring that good governance practices are in place at all levels of the Association.
The qualities of a strong candidate for Council would include many of the following:
- Strategic Vision - an ability to identify key long-term goals and delivery mechanisms.
- A commitment to improving the transparency of the structure of the CA.
- An ability to establish priorities and assess the best use of monetary and human resources.
- Good leadership skills.
- Openness to new ideas.
- Good communication and listening skills.
- An ability to identify and implement good practice.
- An ability to engage effectively with the membership.
- An experience of problem analysis in a complex organisation.
- Attendance at a minimum of two one day meetings per year.
- Willingness to engage in electronic communication, as required, to develop our objectives.
The Executive Board will be charged with running croquet in accordance with the 'high-level policies' established by Council. It will not be obliged to seek further approval from Council but it will be accountable to Council for its compliance with CA Policy. Its members (apart from the Secretary and Treasurer) are appointed by the Council. To avoid overload and conflicts of interest, it is expected that the membership of the two bodies will be largely distinct.
The qualities of an ideal member of the Executive Board and its sub-committees will vary depending upon the assignment but many of the following will be ideal:
- For the Executive Board: good experience at senior line management level.
- For functional committees: a good working knowledge of the activities related to that particular responsibility.
- A proven ability to get things done.
- An ability to establish priorities.
- An ability to prepare and manage budgets.
- Experience of working on a committee and being a team player.
- A good understanding of the role of the CA
- A commitment to communicate with the membership and most importantly to respond to their enquiries.
- This will vary though typically most committees meet twice a year during the winter months. Much work is also done by email.
- The Executive Board will meet up to 4 times per annum