Sean Hewitt wrote:
Adam - has the board decided that implementing this policy decision falls in the domain of the Home Director?
The responsibility for implementing the funding proposals is mine, calling upon the resources of the Board and other officials as necessary.
The Directors' and Officers' Responsibilities Regulations make it clear that the Chief Executive "is accountable to the Board and to the Council for the achievement by the Board of all plans." In this particular instance, I am influenced by the following considerations:
(i) The importance to the success of the project of the Management Services function (i.e. the office), which falls directly under my responsibility;
(ii) The role of the IT Manager, who comes under my responsibility, in the development and implementation of the online membership solution;
(iii) My experience of overseeing and managing projects of varying degrees of size and complexity;
(iv) The fact that I am prepared to commit additional time to the project over the course of the next 11 months (and don't have a day job so have more scope to do this than most).
Technically, the Directors' and Officers' Responsibilities Regulations indicate that the Director of Finance "Develops the ECF approach to membership (of all types), membership fees (including Game Fee) and benefits (including grading and representation) attaching to membership. Consults with Unions, Counties, Leagues and Congresses to ensure that plans are seen as feasible and can be implemented successfully." In practice, the Director of Finance has a full-time day job and would not be able to undertake work on this scale. Shifting it upwards to the Chief Executive is therefore the logical solution.
I have mixed feelings about this thread at this particular time. It seems to me that the answers to the questions in general have been answered in the papers already published. At a more detailed practical level, inevitably there will be points which will be clarified more fully as the project proceeds, but the answers will not be available now. If I come across as unresponsive for a while, it will be because I'm concentrating on sorting out the necessary immediate post-AGM actions and preparing the details of the project plan for the next 11 months. To do this effectively, I need some space to tackle issues in the order that best suits the project, and this may mean that you will need to be patient on specific points for which you want to know the answer at once.
I shall communicate as openly as possible about progress, but I need to be able to do this within the context of a structured plan.