Recently in On Common Ground, we discussed how NCG relies upon the guidance and expertise of our co-ops to help us develop and deliver programs and services that add real value to your co-ops. But NCG is tasked with Global Ends that require strategic leadership from co-ops, above and beyond the call of regular membership. This is where your democratically elected board of directors comes in.
NCG’s directors are designated representatives (DRs), nominated and elected by their peers. They participate in NCG meeting activities — in breakout sessions, at corridor meetings, having conversations over lunch. Because your co-ops are the heart of NCG, the board has a responsibility to listen to their peers and engage with members at a leadership level, bringing back what they have learned to the full board.
Each of NCG’s regional corridors has two board seats and there are three at-large seats open to individuals from any corridor. We have historically filled two appointed positions, usually from outside NCG, to gain additional perspective and expertise. This structure goes back to the roots of the regional associations that joined together to create a stronger national organization in NCG. Our board has a responsibility for the entire organization — they represent members equally, regardless of the directors’ or the members’ geographical location.
Directors serve a three-year term on NCG’s board, with terms staggered to provide continuity. Serving on a board is a learning process. During the first year, directors immerse themselves to gain an understanding of board operations. By years two and three, they have a stronger understanding of the organization and are able to offer experienced insights.
The full NCG board of directors meets in person three times per year, including at the spring and fall meeting, and also has conference calls as needed. During those meetings, the board attends to co-op business; it is accountable for NCG’s governance, financial performance, democratic process, co-op input and engagement. NCG’s board is entirely beholden to our co-ops and not to outside investors. Time is spent at every board meeting assessing NCG’s performance and ensuring that policies are adhered to on behalf of member and associate co-ops.
As I mentioned at the start, perhaps the most important business for the board is to monitor progress toward meeting our Ends. The Ends policy is the reason NCG exists in the world — at “the end,” we have accomplished all of the outcomes that we have laid out. However, Ends change as the organization’s needs change and evolve. The board must assess whether NCG is making reasonable progress toward the Ends over time.
The board also engages in strategic conversations at every meeting, which can vary based on what the current environment looks like. Finally, directors devote time to board-led initiatives when they meet.
A democratically elected board of directors, comprised of your peers, is one of the most valuable assets of our organization. Thanks to our directors’ service and leadership, NCG consistently responds to our changing marketplace with a sense of urgency and strong direction. Please join me in thanking them for their service.
