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Post by Board (Admin) on Sept 22, 2014 20:39:23 GMT
PLEASE READ BEFORE POSTING: stjohnspride.boards.net/thread/3/campaigning-guidelines
CO-CHAIR INTERNAL ROLE DESCRIPTION:The Co-Chair (Internal) oversees the administrative functioning of St. John's Pride as a corporate entity. This includes but isn't limited to filing, paperwork, grants, and legal requirements. Some of the expected duties, rights and responsibilities of this Co-Chair are: - serve a two (2) year term (notwithstanding removal or voluntary leave)
- in tandem with the other co-chairs, ensure the productivity of the Board
- partner with, encourage, and when necessary assist and be assisted by two (2) Directors-at-Large with their portfolios
- act as the primary contact for the Registry of Companies and with other governing bodies (e.g.: the City of St. John's) to ensure the corporation is in good standing
- act as the primary enforcer of the By-Laws of the corporation and regularly review the By-Laws for potential amendments to improve Board functionality
- take minutes or delegate minute-taking and ensure that proper minutes (including all motions, votes and resolutions) are being taken during meetings
- prepare action items for each Board member at the end of each meeting reflective of the tasks assigned to them that meeting (i.e.: "to-do lists")
- publish minutes in accordance with the By-Laws
- act as a facilitator or delegate facilitation to a suitable candidate within the Board to assure productive, synergetic meetings
- prepares general meeting agendas with input from other Board members
- ensures that all board business is documented in some fashion (preferably electronic and paper-trail copies) for posterity and sees to its filing
- researches necessary permits, licenses etc. for board business and completes or delegates their completion
- recruit and manage volunteer base and associated resources
- complete a comprehensive year-end report and annual return by August of each year
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Post by taylorstocks on Sept 29, 2014 15:05:13 GMT
Hello all,
My name is Taylor Stocks and I have been sitting as the President of the Pride board since February of this year. I am running again under our new board structure for Co-Chair Internal.
Instead of the typical campaign platform, I’m going to tell you about what I learned this year and what I think the board should keep in mind for next.
1. There is a lot of emotional work that goes into putting Pride together.
The LGBTQ community is one of mixed identities- the queer alphabet goes on for a reason. Therefore, anyone who is managing the board must also be willing to navigate the touchy stuff, the pronouns, the acknowledgement of shared space, the different tacks people will take based on their history. You not only have to navigate the feelings of board members, but also the community as a whole, as we are looked to when certain LGBTQ issues pop up in the media for measured responses that will address what is going on while angering as few people as possible. Add to that to those outside of the community, forging relationships with City Hall, inviting businesses to partner and sponsor us, and you have a whole whack of emotional labour that you must be prepared to undertake.
2. A yearly/seasonal calendar is your best friend.
It was tough this year working without documentation from years previous, so we were unsure of the timing of Pride/pre-Pride events. We would have been totally lost if we had not set dates well in advance for things like the All-Out Auction and the Pride Guide. Making a calendar right off the bat can drastically reduce the amount of chicken-with-head-cut-off running around that inevitably happens come Pride week. Now, knowing outside deadlines better (grants, City, publication), we can do an even better job at laying out a reasonable work pace for the year.
3. Document everything, but then sort it ASAP!
When in doubt, write it down. However, making and keeping the documents is not enough- organization matters too. That’s why we created portfolios this year, so that information is grouped accordingly. A further concentration on how the documents of Pride can be best organized will help immensely with the solidification of Pride as an institution. The documentation relating to board structure is just as integral.
4. Burnout is a very real thing.
This is a marathon, not a sprint. We were all exhausted before Pride even started. Better planning and awareness of what is coming up/what hoops need to be jumped through should help with this next year. However, everyone needs to know how much time this can take. To anyone running for the board- be ready for the long haul.
5. It’s all in the details.
Never before have I learned so much about traffic conditions, road closures, insurance, fire regulations, and the entire inner workings of the Special Events Subcommittee and the Recreation dept. at City Hall. The City portfolio is a tough one, but I think I’ve got it down now; I was the point person with the City this past year and we managed the biggest celebration yet.
I’m confident that I can serve as a stellar co-chair internal mostly because I’ve done the job already, and done it well. Board members enjoyed working with me, knowing that they could count on the job being done in an unreasonably short time when it really mattered. I did everything I could to serve the community well this year, and I hope I am given the opportunity to do so again next.
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