The governance of i~HD will ultimately be executed through its member organisations. In order to ensure that decision-making properly reflects the multiple stakeholder interests that the Institute wishes to reflect, individual member organisations will be clustered within member categories, as depicted on the diagram above. Each member category has an allocation of votes, as specified in the Articles of Association, which directly corresponds to the number of seats that may be nominated and elected by the General Assembly from each member category, to serve on the Executive Board. The General Assembly is the primary decision-making body of the Institute.
The Executive Board is expected to direct the activities of i~HD as a whole, to elect and appoint officers and oversee the execution of its mandates. This will include ensuring alignment with the strategic objectives of the Institute, financial planning and accounting, and liaison with other relevant bodies. The Executive Board may co-opt any additional expertise needed in order to inform its decision-making and strategy. The Board will also mandate and oversee the establishment, scope, budget allocation, objectives and work plan of each area of activity. It will also oversee the appointment of, and receive recommendations from, one or more Advisory Boards and other steering groups supporting the work of the Institute.
It is recommended that the Executive Board, primarily through the President, appoints or reconfirms the appointment of a Director and a CEO (Secretary General). The Director will take responsibility for leading the fulfilment of the strategic and scientific roles of i~HD, and the CEO will take responsibility for ensuring the operation of i~HD's activities and operation. These officers should, in turn, appoint other relevant officers (such as a CFO, CIO) and oversee the employment of administrative staff as needed. The President, Director and CEO will have day-to-day operational responsibility for running the Institute.
The Director and CEO should be paid positions (by direct employment or through in-house consulting) unless their positions can be sponsored or supported by their primary employer. However, it is recognised that, especially initially, these payments might be made for specified activities (including work on funded projects) rather than standing payments.
i~HD will nominate a representative to the EuroRec Executive Board. It is understood that this is supposed to be taken by a member of the Executive Board other than the member who represents EuroRec.
Details of the governance of the Institute are defined in the Articles of Association, and will in the near future be extended through bylaws.
Individuals working on Institute activities and projects will normally be classified as employees or in-house consultants, at an agreed daily rate which assumes that each professional will take personal responsibility for their taxation, personal computing, home working facilities, and any necessary logistic arrangements (but, for any directly incurred travel costs to be reimbursed according to a pre-approved travel policy and budget guidance).
As illustrated below, the Institute will implement and leverage an innovative operating model based on 4 guiding principles for establishing best practices in Management, Synergy, Convergence, and Optimization, towards achieving high performance, cooperation, accountability, and sustainability.
More specifically, these principles provide useful guidance for implementation, in line with the vision and mission of the Institute.
1Initially, some of the roles described in this paragraph might be fulfilled by the same person, on a temporary or long term basis.
2Pan-European thematic ProRec Centres are complementary to the national ProRec Centres that operate in individual European countries, having a subject matter rather than geographical scope.