<<<
Chronological Index
>>> <<<
Thread Index
>>>
[council] Council as process manager
- To: Council GNSO <council@xxxxxxxxxxxxxx>
- Subject: [council] Council as process manager
- From: Avri Doria <avri@xxxxxxx>
- Date: Sat, 30 Nov 2013 10:49:55 -0500
- List-id: council@xxxxxxxxxxxxxx
- Reply-to: avri@xxxxxxx
- Sender: owner-council@xxxxxxxxxxxxxx
- User-agent: K-9 Mail for Android
Hi,
During the one day session we had in BA, I spoke of the managerial role of the
council as its primary, though not only, role. Several people seemed to equate
that, with me advocating a rubber stamp process.
I do not see it that way at all. I see the managerial role as difficult and
challenging. But perhaps I should explain what I mean by a council doing the
management of process role.
I believe that the well accepted adage, a meme if you like, is that with the
last reorganization we moved away from a legislative council to a management
council. Management of a policy process is a difficult and involved task.
For example when i think of a managerial process i think:
it involves careful observation of the process by the liaison looking for
issues that need to be remedied before they become significant. Whether it is
an issue of insufficient diversity or the inability of a chair to understand
the points made by a member or faction in the WG. And it involves work to
ameliorate the situation. Perhaps by the liaison alone and perhaps with the
help of others in council.
I can also imagine many times when a WG wastes weeks trying to understand what
the council meant by "it may recommend x" in is charter, the liaison could
bring the question to the council for discussion and elucidation - they don't
need to wait for the WG to surrender to confusion and ask; liaisons can work
pro-actively to help (to be clear, help in a neutral supportive manner, not
direct).
It involves reading a lot of issues reports, draft reports etc... .With
sufficient understanding to ask the critical questions and to make sure the
implications are understood as well as they can be. We need to understand the
issues, of our SG/C a well as of the community in general, well enough to ask
the questions others may ask and make sure those answers are contained in the
reports.
It involves the vision and cottage of sending issues back to WGs, when
something needs further work or when the ICANN consensus seems weak or
ambiguous.
It involves doing the WG post analysis to understand what might need to happen
to make future working groups better/easier, less of a forced march.
It may also include understanding the processes we need to follow when the
Board sends back one of our recommendations for further consideration,
something we hope they will do rather than deciding issues at their own
pleasure.
This is the sort of stuff I thought the council would be doing in its new role,
and to me it looks like a significant , not rubber stamp, type of role. I
thought we were responsible for making sure our process works and it's defended
(another one of our roles)
Though perhaps I am wrong and this is not what we needed to learn from our last
review/reorg, in which case than it might be a topic for our review ToR.
Avri Doria
<<<
Chronological Index
>>> <<<
Thread Index
>>>
|