Constitution and By-laws
International Evaluation Academy
(‘Foundation’ Constitution)
Date of constitution (last amended)
…………………………………………………………………………
1. Name
The name of the charitable incorporated organisation (“the Charity”) is: International Evaluation Academy
2. National location of principal office
The Charity must have a principal office in England or Wales. The principal office of the Charity is in England.
3. Objects
3.1 The objects of the Charity are for the benefit of the public:
3.1.1 to advance education and science as the Trustees see fit from time to time in particular but not exclusively in all matters relating to the theories, methods and practice of evaluation; and
3.1.2 to promote sustainable development by:
(a) the preservation, conservation and the protection of the environment and the prudent use of resources;
(b) the relief of poverty and the improvement of the conditions of life in socially and economically disadvantaged communities; and
(c) pursuing such other related charitable purposes as the trustees may determine.
3.2 ‘Evaluation’ means the process of determining the merit, worth or value of something or the product of that process.
3.3 ‘Sustainable development’ means development which meets the needs of the present without compromising the ability of future generations to meet their own needs.
4. Powers
The Charity has power to do anything which is calculated to further its objects or is conducive or incidental to doing so. In particular, but without limitation, the Charity has power to:
4.1 promote, encourage, carry out or commission research, surveys, studies, commissions or other work, making the useful results available;
4.2 organise and assist in the provision of conferences, courses of instruction, exhibitions, lectures and other educational activities;
4.3 publish and distribute books, pamphlets, reports, leaflets, journals, films, tapes and instructional matter on any medium;
4.4 alone or with other organisations seek to influence public opinion and make representations to and seek to influence governmental and other bodies and institutions regarding the reform, development and implementation of appropriate policies, legislation and regulations provided that all such activities shall be confined to those which an English and Welsh charity may properly undertake;
4.5 borrow money and to charge the whole or any part of its property as security for the repayment of the money borrowed (the Charity must comply as appropriate with the Charities Act 2011 if it wishes to mortgage land);
4.6 buy, take on lease or in exchange, hire or otherwise acquire any property and to maintain and equip it for use;
4.7 sell, lease or otherwise dispose of all or any part of the property belonging to the Charity (in exercising this power, the Charity must comply as appropriate with the Charities Act 2011);
4.8 employ and remunerate such staff as are necessary for carrying out the work of the Charity (the Charity may employ or remunerate a Trustee only to the extent that it is permitted to do so by clause 6 (Benefits and payments to Trustees and Connected Persons) and provided it complies with the conditions of that clause);
4.9 deposit funds and invest funds not immediately required for the Charity’s objects in or upon such investments, securities or other property as the Trustees think fit;
4.10 employ a professional fund-manager, and arrange for the investments or other property of the Charity to be held in the name of a nominee, in such manner as the Trustees think fit;
4.11 trade in the course of carrying out the objects of the Charity and carry on any other trade which is not expected to give rise to taxable profits;
4.12 incorporate and acquire subsidiary companies to carry on any trade; and
4.13 impose restrictions, which may be revocable or irrevocable, on the use of any property of the Charity, including (without limitation) by creating permanent endowment.
5. Application of income and property
5.1 The income and property of the Charity must be applied solely towards the promotion of its objects.
5.2 None of the income or property of the Charity may be paid or transferred directly or indirectly by way of dividend, bonus or otherwise by way of profit to any Member of the Charity unless the payment is permitted by clause 6.
6. Benefits and payments to Trustees and Connected Persons
6.1 No Trustee or Connected Person may:
6.1.1 sell goods, services, or any interest in land to the Charity;
6.1.2 be employed by, or receive any remuneration from, the Charity; and/or
6.1.3 receive any other financial benefit from the Charity, unless:
(a) the payment or benefit is permitted by clause 6.2 or authorised by the court or the Charity Commission; and
(b) the Trustee concerned (including, in the case of a Connected Person, the Trustee to whom the Connected Person is connected) has complied with clause 16.1.
6.2 A Trustee or Connected Person may receive the following benefits from the Charity:
6.2.1 A Trustee or Connected Person may receive a benefit from the Charity as a beneficiary of the Charity;
6.2.2 A Trustee or Connected Person may be paid reasonable and proper remuneration by the Charity for any goods or services supplied to the Charity on the instructions of the Trustees
(excluding, in the case of a Trustee, the service of acting as a Trustee and services performed under a contract of employment with the Charity) provided that this provision may not apply to more than half of the Trustees in any financial year (and for these purposes this provision shall be treated as applying to a Trustee if it applies to a person who is a Connected Person in relation to that Trustee);
6.2.3 A Trustee or Connected Person may receive interest on money lent to the Charity at a reasonable and proper rate;
6.2.4 A Trustee or Connected Person may receive reasonable and proper rent for premises let by the Trustee or Connected Person to the Charity;
6.2.5 A Trustee or Connected Person may take part in the normal trading and fundraising activities of the Charity on the same terms as members of the public;
6.2.6 A Trustee is entitled to be reimbursed from the property of the Charity or may pay out of such property reasonable expenses properly incurred by him or her when acting on behalf of the Charity;
6.2.7 A Trustee may benefit from trustee indemnity insurance cover purchased at the Charity’s expense in accordance with, and subject to the conditions in, section 189 of the Charities Act 2011;
provided that where benefits are conferred under Clause 6.2, Clause 16 (Conflicts of Interest) must be complied with by the relevant Trustee in relation to any decisions regarding the benefit.
6.3 In clause 6.2 “the Charity” includes any company in which the Charity:
6.3.1 holds more than 50% of the shares; or
6.3.2 controls more than 50% of the voting rights attached to the shares; or
6.3.3 has the right to appoint one or more directors to the board of the company.
6.4 For the avoidance of doubt, nothing in this clause 6 shall be treated as restricting benefits to members of the Council who are not Trustees.
7. Liability of Members to contribute to the assets of the Charity if it is wound up
7.1 If the Charity is wound up, each Member of the Charity is liable to contribute to the assets of the Charity such amount (but not more than £1) as may be required for payment of the debts and liabilities of the Charity contracted before that person ceases to be a member, for payment of the costs, charges and expenses of winding up, and for adjustment of the rights of the contributing members among themselves.
7.2 In clause 7.1 “Member” includes any person who was a member of the Charity within 12 months before the commencement of the winding up.
7.3 But subject to Clause 7.1, the Members of the Charity have no liability to contribute to its assets if it is wound up, and accordingly have no personal responsibility for the settlement of its debts and liabilities beyond the amount that they are liable to contribute.
8. Trustees
8.1 Functions and duties of Trustees
The Trustees shall manage the affairs of the Charity and may for that purpose exercise all the powers of the Charity. It is the duty of each Trustee:
8.1.1 to exercise his or her powers and to perform his or her functions in his or her capacity as a trustee of the Charity in the way he or she decides, in good faith, would be most likely to further the purposes of the Charity; and
8.1.2 to exercise, in the performance of those functions, such care and skill as is reasonable in the circumstances, having regard in particular:
(a) to any special knowledge or experience that he or she has or purports to have; and
(b) if he or she acts as a Trustee of the Charity in the course of a business or profession, to any special knowledge or experience that it is reasonable to expect of a person acting in the course of that kind of business or profession.
8.2 Minimum age
No one may be appointed as a Trustee if he or she is under the age of 18 years.
8.3 Number of Trustees
There must be at least ten and no more than twenty Trustees (including the Officers). If the number falls below this minimum, the remaining Trustee or Trustees may act only to call a meeting of the Trustees or appoint a new Trustee.
9. Appointment and automatic retirement of Trustees
9.1 First Trustees
9.1.1 The first Trustees of the Charity (the ‘First Trustees’) are as follows:
Linda Gail Morra | Hur Hassnain |
Roberto Picciotto | Ziad Moussa |
Marie-Hélène Adrien | Michael Quinn Patton |
Khalil Bitar | Beverly Parsons |
Urmilla Bob | Jyotsna Puri |
Bagele Chilisa | Patricia Rogers |
Weronika Felcis | Silvia Salinas Mulder |
Juha Uitto | Ian Davies |
9.1.2 The Trustees shall determine the terms of office of the First Trustees at the first Trustees’ meeting of the Charity.
9.2 Appointment of Trustees
Any other person who is willing to act as a Trustee, and who would not be disqualified from acting under the provisions of clause 11, may be appointed to be a Trustee by a decision of the Trustees for a term of up to four years.
9.3 Maximum term
Retiring Trustees may be reappointed for a second term of up to four years but, subject to clause 9.4, any Trustee who has served for two consecutive terms of office must take a break from office and may not be reappointed until the anniversary of the commencement of his or her break from office.
9.4 A Trustee who has served for two consecutive terms of office may be reappointed for a further term of up to four years if the Trustees consider that special circumstances apply such that it would be in the Charity’s interests to make the reappointment.
9.5 If the retirement of a Trustee under clause 9.3 causes the number of Trustees to fall below the minimum set out in clause 8.3 then the retiring Trustee shall remain in office until a new appointment is made.
10. Information for new Trustees
The Trustees will make available to each new Trustee, on or before his or her first
appointment:
10.1 a copy of this constitution and any amendments made to it; and
10.2 a copy of the Charity’s latest trustees’ annual report and statement of accounts.
11. Disqualification, retirement and removal of Trustees
A Trustee ceases to hold office if:
11.1 he or she retires by notifying the Charity in writing (but only if two Trustees will remain in office when the notice of resignation takes effect);
11.2 he or she fails to attend five consecutive meetings of the Trustees and the Trustees resolve that he or she be removed for this reason;
11.3 the Trustees reasonably believe that he or she has become physically or mentally incapable of managing his or her own affairs and they resolve that he or she be removed from office;
11.4 he or she is disqualified under the Charities Act 2011 from acting as a Trustee;
11.5 at a meeting of the Trustees at which at least half of the Trustees are present, a resolution is passed that he or she be removed from office. Such a resolution shall not be passed unless he or she has been given at least 14 Clear Days’ notice that the resolution is to be proposed, specifying the circumstances alleged to justify removal from office, and has been afforded a reasonable opportunity of either (at his or her option) being heard by or of making written representations to the Trustees; or
11.6 he or she ceases to be a Member of the Charity.
12. Officers
12.1 The Trustees shall appoint a President, Treasurer and Secretary-General for such term of office as the Trustees determine and may at any time remove any of them from office (the “Officers”).
12.2 In the event that a person appointed as an Officer under clause 12.1 is not an existing Trustee on the date when he or she is to be appointed to office, the Trustees must appoint him or her as a Trustee in accordance with clause 9.2 with effect from the date of his or her appointment as an Officer.
12.3 The President is the Chair of the Trustees.
13. Taking of decisions by Trustees
Any decision of the Trustees may be taken either:
13.1 at a meeting of the Trustees called and held in accordance with clause 14; or
13.2 by a decision taken in accordance with clause 15.
14. Meetings of Trustees
14.1 Calling meetings
14.1.1 Meetings may be arranged by the Trustees at their meetings.
14.1.2 The Chair or any three Trustees may call a Trustees’ meeting. A Trustees’ meeting must be called by at least seven Clear Days’ notice unless either:
(a) all the Trustees agree; or
(b) urgent circumstances require shorter notice.
14.1.3 In deciding on the date and time of any Trustees’ meeting, the person or persons calling the meeting must try to ensure, subject to the urgency of any matter to be discussed at the meeting, that as many Trustees as practicable are likely to be available to participate.
14.1.4 Notice of Trustees’ meetings must be given to each Trustee.
14.1.5 Every notice calling a Trustees’ meeting must specify:
(a) the day and time of the meeting;
(b) the place where all the Trustees may physically attend the meeting (if any);
(c) the general nature of the business to be considered at the meeting; and
(d) if it is anticipated that Trustees participating in the meeting will not be in the same place, how it is proposed that they should communicate with each other during the meeting.
14.1.6 Notice of Trustees’ meetings need not be in writing.
14.2 The Chair may invite the chair of the Council and other persons who are not Trustees to attend and speak but not vote at Trustees’ meetings.
14.3 Chairing of Trustees’ meetings
The Chair of the Trustees or in his or her absence another Trustee nominated by the Trustees present shall preside as chair of each Trustees’ meeting.
14.4 Procedure at Trustees’ meetings
14.4.1 At a Trustees’ meeting, unless a quorum is participating, no proposal is to be voted on, except a proposal to call another meeting.
14.4.2 The quorum for Trustees’ meetings may be fixed from time to time by a decision of the Trustees, but it must never be less than three, and unless otherwise fixed it is one-third of the total number of Trustees.
14.4.3 If the total number of Trustees for the time being is less than the quorum required, the Trustees must not take any decision other than a decision to appoint further Trustees.
14.5 Questions arising at a meeting shall be decided by a majority of the Trustees present and voting.
14.6 In the case of an equality of votes, the chair of the meeting shall have a second or casting vote.
This does not apply if, in accordance with the constitution, the chair of the meeting is not to be counted as participating in the decision-making process for quorum or voting purposes.
14.7 Participation in meetings by electronic means
14.7.1 Trustees participate in a Trustees’ meeting, or part of a Trustees’ meeting, when:
(a) the meeting has been called and takes place in accordance with the constitution; and
(b) they can each communicate to the others any information or opinions they have on any particular item of the business of the meeting (for example via telephone or video conferencing, electronic facilities and/or electronic platforms).
14.7.2 In determining whether Trustees are participating in a Trustees’ meeting, it is irrelevant where any Trustee is or how they communicate with each other.
15. Majority decisions without a meeting
15.1 A decision is taken in accordance with this clause 15 when a majority of all of the Trustees indicate to each other by any means (including without limitation by Electronic Means, such as by email or by telephone) that they share a common view on a matter.
15.2 Such a decision may, but need not, take the form of a resolution in writing, copies of which have been signed by a majority of the Trustees or to which a majority of the Trustees have otherwise indicated agreement in writing.
16. Trustee interests and management of conflicts of interest
16.1 Declaration of interests
A Trustee must declare the nature and extent of:
16.1.1 any direct or indirect interest which he or she has in a proposed transaction or arrangement with the Charity; and
16.1.2 any direct or indirect interest or any duty which he or she has which conflicts or may conflict with the interests of the Charity or his or her duties to the Charity.
16.2 Participation in decision-making
If a Trustee’s interest or duty cannot reasonably be regarded as giving rise to a conflict of interest or a conflict of duties with or in respect of the Charity, he or she is entitled to participate in the decision-making process, to be counted in the quorum and to vote in relation to the matter. Any uncertainty about whether a Trustee’s interest or duty is likely to give rise to a conflict shall be determined by a majority decision of the other Trustees taking part in the decision-making process. For the avoidance of doubt, the following transactions or arrangements shall be presumed as not reasonably likely to give rise to a conflict of interest provided all of the Trustees have the same interest:
16.2.1 approval of trustee expenses policies;
16.2.2 payment of premiums for trustee indemnity insurance;
16.2.3 receipt by a Trustee in his or her capacity as beneficiary of the Charity of benefits which are available generally to all beneficiaries.
16.3 If a Trustee’s interest or duty gives rise (or could reasonably be regarded as likely to give rise) to a conflict of interest or a conflict of duties with or in respect of the Charity, he or she must:
16.3.1 take part in the decision-making process only to such extent as in the view of the other Trustees is necessary to inform the debate;
16.3.2 not be counted in the quorum for that part of the process; and
16.3.3 withdraw during the vote and have no vote on the matter.
16.4 Register of Trustees’ interests
The Trustees must cause a register of Trustees’ interests to be kept.
17. Trustees may delegate
17.1 Subject to this constitution, the Trustees may delegate any of their powers or functions to any committee or to the Council.
17.2 Subject to this constitution, the Trustees may delegate the implementation of their decisions or day to day management of the affairs of the Charity to any person, committee or to the Council.
17.3 Any delegation by the Trustees may be:
17.3.1 by such means;
17.3.2 to such an extent;
17.3.3 in relation to such matters or territories; and
17.3.4 on such terms and conditions,
as they think fit.
17.4 The Trustees may authorise further delegation of the relevant powers, functions, implementation of decisions or day to day management by the Council or by any other person or committee to whom they are delegated.
17.5 The Trustees may revoke any delegation in whole or part, or alter its terms and conditions.
17.6 The Trustees may by power of attorney or otherwise appoint any person to be the agent of the Charity for such purposes and on such conditions as they determine.
18. Committees
18.1 In the case of delegation to committees:
18.1.1 the resolution making the delegation must specify those who shall serve or be asked to serve on the committee (although the resolution may allow the committee to make cooptions up to a specified number);
18.1.2 the composition of any committee shall be entirely in the discretion of the Trustees and may include such of their number (if any) as the resolution may specify;
18.1.3 the deliberations of any committee must be reported regularly to the Trustees and any resolution passed or decision taken by any committee must be reported promptly to the Trustees and every committee must appoint a secretary for that purpose;
18.1.4 the Trustees may make such regulations and impose such terms and conditions and give such mandates to any committee as they may from time to time think fit; and
18.1.5 no committee shall knowingly incur expenditure or liability on behalf of the Charity except where authorised by the Trustees or in accordance with a budget which has been approved by the Trustees.
18.2 The meetings and proceedings of any committee shall be governed by the provisions of this constitution regulating the meetings and proceedings of the Trustees so far as they apply and are not superseded by any regulations made by the Trustees.
19. Delegation of day to day management powers
In the case of delegation of the day to day management of the Charity to a chief executive or other manager or managers:
19.1 the delegated power shall be to manage the Charity by implementing the policy and strategy adopted by and within a budget approved by the Trustees and (if applicable) to advise the Trustees in relation to such policy, strategy and budget;
19.2 the Trustees shall provide any manager with a description of his or her role and the extent of his or her authority; and
19.3 any manager must report regularly to the Trustees on the activities undertaken in managing the Trustees and provide them regularly with management accounts which are sufficient to explain the financial position of the Charity.
20. Delegation of investment management
The Trustees may delegate the management of investments to a Financial Expert or Experts provided that:
20.1 the investment policy is set down in writing for the Financial Expert or Experts by the Trustees;
20.2 timely reports of all transactions are provided to the Trustees;
20.3 the performance of the investments is reviewed regularly with the Trustees;
20.4 the Trustees are entitled to cancel the delegation arrangement at any time;
20.5 the investment policy and the delegation arrangements are reviewed regularly;
20.6 all payments due to the Financial Expert or Experts are on a scale or at a level which is agreed in advance; and
20.7 the Financial Expert or Experts must not do anything outside the powers of the Trustees.
21. Council
21.1 The Trustees may establish a Council which shall be comprised of such individuals as the Trustees shall determine from time to time.
21.2 The Trustees may delegate their powers or functions or the implementation of decisions or day to day management of the affairs of the Charity to the Council in accordance with clause 17.
21.3 The Trustees may make such regulations and impose such terms and conditions governing the meetings and proceedings of the Council as they may from time to time think fit provided that:
21.3.1 the deliberations of the Council must be reported regularly to the Trustees and any resolution passed or decision taken by the Council must be reported promptly to the Trustees; and
21.3.2 the Council shall not knowingly incur expenditure or liability on behalf of the Charity except where authorised by the Trustees or in accordance with a budget which has been approved by the Trustees.
22. Members
22.1 The Members of the Charity shall be its Trustees for the time being. The only persons eligible to be Members of the Charity are its Trustees. Membership of the Charity cannot be transferred to anyone else.
22.2 A Member and Trustee who ceases to be a Trustee automatically ceases to be a Member of the Charity.
23. Decisions which must be made by the Members
Any decision to:
23.1 amend the constitution of the Charity;
23.2 amalgamate the Charity with, or transfer its undertaking to, one or more other charitable incorporated organisations, in accordance with the Charities Act 2011; or
23.3 wind up the Charity voluntarily or dissolve the Charity (including transferring its business to any other charity); must be made by a resolution of the Members of the Charity (rather than a resolution of the Trustees).
24. Members’ decisions
24.1 General provisions
Decisions of the Members of the Charity may be taken either:
24.1.1 by means of a resolution passed by vote at a general meeting (in accordance with clause 24.2); or
24.1.2 by means of a written resolution (as provided in clause 24.3).
24.2 Taking decisions at a meeting
Any decision of the Members of the Charity may be taken by means of a resolution passed by a 75% majority of those Members voting at a general meeting (including votes cast by postal or email ballot, and proxy votes).
24.3 Taking decisions by written resolution
The Members of the Charity may make decisions by resolution in writing agreed to by all of the Members of the Charity.
24.4 Members’ resolutions and conflicts of interest
24.4.1 A Trustee who would benefit personally, whether directly or indirectly, from a transaction or arrangement into which a Charity proposes to enter must not take part in any decision of the Members whether or not to enter into that transaction or arrangement.
24.4.2 Clause 24.4.1 does not apply where the transaction or arrangement proposed to be entered into by the Charity cannot reasonably be regarded as likely to give rise to a conflict of interest.
25. General meetings of Members
25.1 Calling of general meetings of Members
Any three Trustees may call a general meeting of the Members of the Charity for the purpose of discharging any business which must by law be discharged by a resolution of the Members of the Charity as specified in clause 23.
25.2 Notice of general meetings of Members
25.2.1 At least 14 Clear Days’ notice of a general meeting of the Members of the Charity must be given to all of the Members of the Charity.
25.2.2 If not less than 90% of all of the Members of the Charity who are entitled to vote at the meeting agree, any resolution may be proposed and passed at the meeting even though the requirements of clause 25.2.1 have not been met.
25.2.3 The notice of any general meeting must:
(a) state the place, date and time and date of the meeting; and
(b) give particulars of any resolution which is to be moved at the meeting, and of the general nature of any other business to be dealt with at the meeting.
25.3 Procedure at general meetings of Members
The provisions in clauses 14.2, 14.4 and 14.7 of this constitution (which deal with the chairing of Trustees’ meetings, the quorum at Trustees’ meetings and participation in Trustees’ meetings by Electronic Means) shall apply to general meetings of the Members of the Charity, with all references to Trustees to be taken as references to Members of the Charity.
26. Fellows and Friends
26.1 The Trustees may create classes of associate membership including but not limited to associate members known as ‘Fellows’ and ‘Friends’ and may determine the rights and obligations, the conditions for admission to, and termination of membership of, any such classes of associate members, and alter those rights, obligations and conditions at any time.
26.2 Associate members shall be non-voting members and will not be Members of the Charity for any purpose.
27. Validity of Trustee actions
All acts done by a person acting as a Trustee shall, even if afterwards discovered that there was a defect in his or her appointment or that he or she was disqualified from holding office or had vacated office, be as valid as if such person had been duly appointed and was qualified and had continued to be a Trustee.
28. Irregularities
The proceedings at any meeting [or on the taking of any poll] or the passing of a written resolution or the making of any decision shall not be invalidated by reason of any accidental informality or irregularity (including any accidental omission to give or any non-receipt of notice) or any want of qualification in any of the persons present or voting or by reason of any business being considered which is not specified in the notice.
29. Secretary
A secretary may be appointed by the Trustees for such term, at such remuneration and upon such conditions as they may think fit, and may be removed by them.
30. Contracts and documents
30.1 Contracts may be made either:
30.1.1 on behalf of the Charity, by a person acting under the express or implied authority of the Charity; or
30.1.2 by the Charity, in writing under its seal (if it has one).
30.2 Documents may be executed by the Charity either:
30.2.1 by being signed by at least two of the Trustees; or
30.2.2 by the affixing of the Charity’s seal (if it has one).
30.3 If the Charity has a seal:
30.3.1 The Charity must have its name engraved in legible characters on the seal.
30.3.2 The seal must only be used by the authority of the Trustees or of a committee of Trustees duly authorised by the Trustees.
30.3.3 The Trustees may determine who shall sign any document to which the seal is affixed and unless otherwise determined it shall be signed by two Trustees.
31. Keeping of Registers
The Charity must comply with its obligations under the General Regulations in relation to the keeping of, and provision of access to, a (combined) register of its Members and Trustees.
32. Minutes
The Trustees must keep minutes of all:
32.1 appointments of officers made by the Trustees;
32.2 proceedings at general meetings of the Charity;
32.3 meetings of the Trustees, including:
32.3.1 the names of the Trustees present at the meeting;
32.3.2 the decisions made at the meetings; and
32.3.3 where appropriate the reasons for the decisions;
32.4 resolutions and decisions made by the Trustees and members of the Charity otherwise than in meetings.
33. Accounting records, accounts, annual reports and returns, register maintenance
33.1 The Trustees must comply with the requirements of the Charities Act 2011 with regard to the keeping of accounting records, the preparation and scrutiny of statements of accounts, and the preparation of annual reports and returns.
33.2 The Trustees must inform the Charity Commission within 28 days of any change in the particulars of the Charity entered on the Central Register of Charities.
34. Rules
The Trustees may from time to time make such reasonable and proper rules or bye laws as they may deem necessary or expedient for the proper conduct and management of the Charity, but such rules or bye laws must not be inconsistent with any provision of this constitution.
35. Disputes
If a dispute arises between Members of the Charity about the validity or propriety of anything done by the Members under this constitution, and the dispute cannot be resolved by agreement, the parties to the dispute must first try in good faith to settle the dispute by mediation before resorting to litigation.
36. Communications
36.1 Communications to the Charity
36.1.1 Any Member or Trustee of the Charity may send documents or information to the Charity:
(a) by hand; or
(b) by post,
by sending it to the principal office or any other address specified by the Charity for this
purpose.
36.1.2 Any Member or Trustee of the Charity may send documents or information to the Charity in Electronic Form or by Electronic Means (for example by email), provided that:
(a) In the case of documents or information sent in Electronic Form, the Charity has agreed (generally or specifically) to receive documents or information in that form (and has not revoked that agreement), or is treated as having agreed to receive documents or information in that form under clause 36.3.
(b) Documents or information sent by Electronic Means must be sent to either:
(i) an address specified by the Charity for the purpose; or
(ii) an address to which clause 36.3 applies.
(c) Communications sent by Electronic Means must be authenticated in a manner which is satisfactory to the Charity.
36.2 Communications by the Charity
36.2.1 The Charity may send documents or information to any Member or Trustee of the Charity by hand or by post, by handing it to them or by sending it to:
(a) an address specified for the purpose by the intended recipient; or
(b) their address as shown in the Charity’s combined register of Members or Trustees; or
(c) where the Charity is unable to obtain an address falling within clauses 36.2.1 or 36.2.1, the intended recipient’s last address known to the Charity.
36.2.2 The Charity may send or supply documents or information to any Member or Trustee of the Charity in Electronic Form or by Electronic Means (including by email or by making it available on a website), provided that:
(a) the intended recipient has agreed (generally or specifically) to receive documents or information in that form or by such means (and has not revoked that agreement); or
(b) (in the case of documents or information sent in Electronic Form) the intended recipient is treated as having agreed to receive documents or information in that form or by such means under clause 36.2.3; or
(c) (in the case of documents or information made available via a website) the intended recipient is treated as having agreed to receive documents or information in that manner under paragraph 10 of Schedule 3 of the General Regulations.
36.2.3 Any Member or Trustee of the Charity, by virtue of becoming a Member of the CIO and by providing the Charity with his or her email address or similar, is taken to have agreed to receive communications from the Charity in Electronic Form at that address, unless the Member has indicated to the Charity his or her unwillingness to receive such communications in that form.
36.2.4 When communicating any notice or proposal via a website, the Trustees must take reasonable steps to ensure that Members and Trustees are promptly notified of the publication of any such notice or proposal.
36.3 Charity’s deemed agreement to electronic communications
If the Charity sends or supplies documents or information to another person in Electronic Form:
36.3.1 the Charity is treated as having agreed to accept a response in Electronic Form; and
36.3.2 where the document or information is sent or supplied by the Charity by Electronic Means from an electronic address, or the Charity has given such an address in the document or information (subject to any limitations specified when providing that address), the Charity is treated as having agreed to the response being sent by Electronic Means to that address.
36.4 Deemed delivery
36.4.1 Where any document or information is sent or supplied by the Charity to the Trustees or the Members of the Charity:
(a) where it is sent by post it is deemed to be received 48 hours after it is posted;
(b) where it is sent or supplied by Electronic Means (for example by email) it is deemed to be received on the same day that it is sent;
(c) where it is sent or supplied by means of a website, it is deemed to be received:
(i) when the material is first made available on the website; or
(ii) if later, when the intended recipient received (or is treated as having received) notice of the fact that the material is available on the website.
36.4.2 The intended recipient of a document or information may agree generally or specifically with the Charity that it is deemed to be received within a shorter period than that specified in clause 36.4.1.
37. Amendment of constitution
37.1 This constitution can be amended by a resolution of the Members passed in accordance with this constitution.
37.2 Amendments to the constitution do not take effect until they have been registered by the Charity Commission in accordance with the Charities Act 2011.
37.3 In accordance with section 226 of the Charities Act 2011, any alteration of clause 3 (Objects), clause 38 (Voluntary winding up or dissolution), this clause, or of any provision where the alteration would provide authorisation for any benefit to be obtained by Trustees or Members of the Charity or persons connected with them, requires the prior written consent of the Charity Commission.
37.4 The power of the Charity to amend its constitution is not exercisable in any way which would result in the Charity’s ceasing to be a charity.
37.5 A copy of any resolution altering the constitution, together with a copy of the Charity’s constitution as amended, must be sent to the Charity Commission within 15 days from the date on which the resolution is passed. The amendment does not take effect until it has been recorded in the Register of Charities.
38. Voluntary winding up or dissolution
38.1 The Members of the Charity may pass a resolution in accordance with this constitution to the effect that the Charity should be wound up voluntarily or that an application should be made to the Charity Commission for the dissolution of the Charity.
38.2 Subject to the payment of all the Charity’s debts:
38.2.1 Any resolution for the winding up of the Charity, or for the dissolution of the Charity without winding up, may contain a provision directing how any remaining assets of the Charity shall be applied.
38.2.2 If the resolution does not contain such a provision, the Trustees must decide how any remaining assets of the Charity shall be applied.
38.2.3 In either case the remaining assets must be applied for charitable purposes which are the same as or similar to those of the Charity.
38.3 If the Charity is to be wound up or dissolved in any other circumstances, the provisions of the Dissolution Regulations must be followed.
39. Interpretation
39.1 In this constitution:
39.1.1 “Chair” has the meaning given in clause 12.3;
39.1.2 “Charity” means International Evaluation Academy;
39.1.3 “Clear Days” means in relation to the period of a notice, means that period excluding the day when the notice is given or deemed to be given and the day for which it is given or on which it is to take effect;
39.1.4 “Connected Person” means:
(a) a child, parent, grandchild, grandparent, brother or sister of the Trustee;
(b) the spouse or civil partner of the Trustee or of any person falling within clause 39.1.4(a) above;
(c) a person carrying on business in partnership with the Trustee or with any person falling within clauses 39.1.4(a) or 39.1.4(b) above;
(d) an institution which is controlled:
(i) by the Trustee or any Connected Person falling within clauses 39.1.4(a), 39.1.4(b), or 39.1.4(c) above; or
(ii) by two or more persons falling within clause 39.1.4(d)(i), when taken together; and
(e) a body corporate in which:
(i) the Trustee or any Connected Person falling within clauses 39.1.4(a), 39.1.4(b) or 39.1.4(c) has a substantial interest; or
(ii) two or more persons falling within clause 39.1.4(e)(i) who, when taken together, have a substantial interest.
For the purposes of this clause 39.1.4:
(i) “child” includes a stepchild and an illegitimate child;
(ii) a person living with another as that person’s husband or wife is to be treated as that person’s spouse;
(iii) where two people of the same sex are not civil partners but live together as if they were, each of them is to be treated as the civil partner of the other;
(iv) a person controls an institution if the person is able to secure that the affairs of the institution are conducted in accordance with the person’s wishes;
(v) any person has a substantial interest in a body corporate if the person or institution in question:
• is interested in shares comprised in the equity share capital of that body of a nominal value of more than one-fifth of that share capital, or
• is entitled to exercise, or control the exercise of, more than one-fifth of the voting power at any general meeting of that body.
39.1.5 “Council” has the meaning given in clause 21;
39.1.6 “Dissolution Regulations” means the Charitable Incorporated Organisations (Insolvency and Dissolution) Regulations 2012;
39.1.7 “Financial Expert” means an individual, company or firm who, or which, is authorised to give investment advice under the Financial Services and Markets Act 2000;
39.1.8 “First Trustees” has the meaning given in clause 9.1.1;
39.1.9 “General Regulations” means the Charitable Incorporated Organisations (General) Regulations 2012;
39.1.10 “Members” means the members of the Charity for the purposes of the Charities Act 2011, the General Regulations and the Dissolution Regulations;
39.1.11 “Officers” has the meaning given in clause 12.1;
39.1.12 a “poll” means a counted vote or ballot, usually (but not necessarily) in writing; and
39.1.13 “Trustee” means a Trustee of the Charity.
39.2 A reference to a document or information being sent or supplied in Electronic Form is to a document or information sent by Electronic Means (such as by email or fax) or by any other means while in an electronic form (such as a computer disc sent by post).
39.3 A reference to a document or information being sent or supplied by Electronic Means is to a document or information sent and received by means of electronic equipment for the processing or storage of data and entirely transmitted, conveyed and received by wire, by radio or optical means or by other electromagnetic means.
Any reference in this constitution to an enactment includes a reference to that enactment as re-enacted or amended from time to time and to any subordinate legislation made under it.
International Evaluation Academy
(‘Foundation’ Constitution)
Date of constitution (last amended)
…………………………………………………………………………
1. Name
The name of the charitable incorporated organisation (“the Charity”) is: International Evaluation Academy
2. National location of principal office
The Charity must have a principal office in England or Wales. The principal office of the Charity is in England.
3. Objects
3.1 The objects of the Charity are for the benefit of the public:
3.1.1 to advance education and science as the Trustees see fit from time to time in particular but not exclusively in all matters relating to the theories, methods and practice of evaluation; and
3.1.2 to promote sustainable development by:
(a) the preservation, conservation and the protection of the environment and the prudent use of resources;
(b) the relief of poverty and the improvement of the conditions of life in socially and economically disadvantaged communities; and
(c) pursuing such other related charitable purposes as the trustees may determine.
3.2 ‘Evaluation’ means the process of determining the merit, worth or value of something or the product of that process.
3.3 ‘Sustainable development’ means development which meets the needs of the present without compromising the ability of future generations to meet their own needs.
4. Powers
The Charity has power to do anything which is calculated to further its objects or is conducive or incidental to doing so. In particular, but without limitation, the Charity has power to:
4.1 promote, encourage, carry out or commission research, surveys, studies, commissions or other work, making the useful results available;
4.2 organise and assist in the provision of conferences, courses of instruction, exhibitions, lectures and other educational activities;
4.3 publish and distribute books, pamphlets, reports, leaflets, journals, films, tapes and instructional matter on any medium;
4.4 alone or with other organisations seek to influence public opinion and make representations to and seek to influence governmental and other bodies and institutions regarding the reform, development and implementation of appropriate policies, legislation and regulations provided that all such activities shall be confined to those which an English and Welsh charity may properly undertake;
4.5 borrow money and to charge the whole or any part of its property as security for the repayment of the money borrowed (the Charity must comply as appropriate with the Charities Act 2011 if it wishes to mortgage land);
4.6 buy, take on lease or in exchange, hire or otherwise acquire any property and to maintain and equip it for use;
4.7 sell, lease or otherwise dispose of all or any part of the property belonging to the Charity (in exercising this power, the Charity must comply as appropriate with the Charities Act 2011);
4.8 employ and remunerate such staff as are necessary for carrying out the work of the Charity (the Charity may employ or remunerate a Trustee only to the extent that it is permitted to do so by clause 6 (Benefits and payments to Trustees and Connected Persons) and provided it complies with the conditions of that clause);
4.9 deposit funds and invest funds not immediately required for the Charity’s objects in or upon such investments, securities or other property as the Trustees think fit;
4.10 employ a professional fund-manager, and arrange for the investments or other property of the Charity to be held in the name of a nominee, in such manner as the Trustees think fit;
4.11 trade in the course of carrying out the objects of the Charity and carry on any other trade which is not expected to give rise to taxable profits;
4.12 incorporate and acquire subsidiary companies to carry on any trade; and
4.13 impose restrictions, which may be revocable or irrevocable, on the use of any property of the Charity, including (without limitation) by creating permanent endowment.
5. Application of income and property
5.1 The income and property of the Charity must be applied solely towards the promotion of its objects.
5.2 None of the income or property of the Charity may be paid or transferred directly or indirectly by way of dividend, bonus or otherwise by way of profit to any Member of the Charity unless the payment is permitted by clause 6.
6. Benefits and payments to Trustees and Connected Persons
6.1 No Trustee or Connected Person may:
6.1.1 sell goods, services, or any interest in land to the Charity;
6.1.2 be employed by, or receive any remuneration from, the Charity; and/or
6.1.3 receive any other financial benefit from the Charity, unless:
(a) the payment or benefit is permitted by clause 6.2 or authorised by the court or the Charity Commission; and
(b) the Trustee concerned (including, in the case of a Connected Person, the Trustee to whom the Connected Person is connected) has complied with clause 16.1.
6.2 A Trustee or Connected Person may receive the following benefits from the Charity:
6.2.1 A Trustee or Connected Person may receive a benefit from the Charity as a beneficiary of the Charity;
6.2.2 A Trustee or Connected Person may be paid reasonable and proper remuneration by the Charity for any goods or services supplied to the Charity on the instructions of the Trustees
(excluding, in the case of a Trustee, the service of acting as a Trustee and services performed under a contract of employment with the Charity) provided that this provision may not apply to more than half of the Trustees in any financial year (and for these purposes this provision shall be treated as applying to a Trustee if it applies to a person who is a Connected Person in relation to that Trustee);
6.2.3 A Trustee or Connected Person may receive interest on money lent to the Charity at a reasonable and proper rate;
6.2.4 A Trustee or Connected Person may receive reasonable and proper rent for premises let by the Trustee or Connected Person to the Charity;
6.2.5 A Trustee or Connected Person may take part in the normal trading and fundraising activities of the Charity on the same terms as members of the public;
6.2.6 A Trustee is entitled to be reimbursed from the property of the Charity or may pay out of such property reasonable expenses properly incurred by him or her when acting on behalf of the Charity;
6.2.7 A Trustee may benefit from trustee indemnity insurance cover purchased at the Charity’s expense in accordance with, and subject to the conditions in, section 189 of the Charities Act 2011;
provided that where benefits are conferred under Clause 6.2, Clause 16 (Conflicts of Interest) must be complied with by the relevant Trustee in relation to any decisions regarding the benefit.
6.3 In clause 6.2 “the Charity” includes any company in which the Charity:
6.3.1 holds more than 50% of the shares; or
6.3.2 controls more than 50% of the voting rights attached to the shares; or
6.3.3 has the right to appoint one or more directors to the board of the company.
6.4 For the avoidance of doubt, nothing in this clause 6 shall be treated as restricting benefits to members of the Council who are not Trustees.
7. Liability of Members to contribute to the assets of the Charity if it is wound up
7.1 If the Charity is wound up, each Member of the Charity is liable to contribute to the assets of the Charity such amount (but not more than £1) as may be required for payment of the debts and liabilities of the Charity contracted before that person ceases to be a member, for payment of the costs, charges and expenses of winding up, and for adjustment of the rights of the contributing members among themselves.
7.2 In clause 7.1 “Member” includes any person who was a member of the Charity within 12 months before the commencement of the winding up.
7.3 But subject to Clause 7.1, the Members of the Charity have no liability to contribute to its assets if it is wound up, and accordingly have no personal responsibility for the settlement of its debts and liabilities beyond the amount that they are liable to contribute.
8. Trustees
8.1 Functions and duties of Trustees
The Trustees shall manage the affairs of the Charity and may for that purpose exercise all the powers of the Charity. It is the duty of each Trustee:
8.1.1 to exercise his or her powers and to perform his or her functions in his or her capacity as a trustee of the Charity in the way he or she decides, in good faith, would be most likely to further the purposes of the Charity; and
8.1.2 to exercise, in the performance of those functions, such care and skill as is reasonable in the circumstances, having regard in particular:
(a) to any special knowledge or experience that he or she has or purports to have; and
(b) if he or she acts as a Trustee of the Charity in the course of a business or profession, to any special knowledge or experience that it is reasonable to expect of a person acting in the course of that kind of business or profession.
8.2 Minimum age
No one may be appointed as a Trustee if he or she is under the age of 18 years.
8.3 Number of Trustees
There must be at least ten and no more than twenty Trustees (including the Officers). If the number falls below this minimum, the remaining Trustee or Trustees may act only to call a meeting of the Trustees or appoint a new Trustee.
9. Appointment and automatic retirement of Trustees
9.1 First Trustees
9.1.1 The first Trustees of the Charity (the ‘First Trustees’) are as follows:
Linda Gail Morra | Hur Hassnain |
Roberto Picciotto | Ziad Moussa |
Marie-Hélène Adrien | Michael Quinn Patton |
Khalil Bitar | Beverly Parsons |
Urmilla Bob | Jyotsna Puri |
Bagele Chilisa | Patricia Rogers |
Weronika Felcis | Silvia Salinas Mulder |
Juha Uitto | Ian Davies |
9.1.2 The Trustees shall determine the terms of office of the First Trustees at the first Trustees’ meeting of the Charity.
9.2 Appointment of Trustees
Any other person who is willing to act as a Trustee, and who would not be disqualified from acting under the provisions of clause 11, may be appointed to be a Trustee by a decision of the Trustees for a term of up to four years.
9.3 Maximum term
Retiring Trustees may be reappointed for a second term of up to four years but, subject to clause 9.4, any Trustee who has served for two consecutive terms of office must take a break from office and may not be reappointed until the anniversary of the commencement of his or her break from office.
9.4 A Trustee who has served for two consecutive terms of office may be reappointed for a further term of up to four years if the Trustees consider that special circumstances apply such that it would be in the Charity’s interests to make the reappointment.
9.5 If the retirement of a Trustee under clause 9.3 causes the number of Trustees to fall below the minimum set out in clause 8.3 then the retiring Trustee shall remain in office until a new appointment is made.
10. Information for new Trustees
The Trustees will make available to each new Trustee, on or before his or her first
appointment:
10.1 a copy of this constitution and any amendments made to it; and
10.2 a copy of the Charity’s latest trustees’ annual report and statement of accounts.
11. Disqualification, retirement and removal of Trustees
A Trustee ceases to hold office if:
11.1 he or she retires by notifying the Charity in writing (but only if two Trustees will remain in office when the notice of resignation takes effect);
11.2 he or she fails to attend five consecutive meetings of the Trustees and the Trustees resolve that he or she be removed for this reason;
11.3 the Trustees reasonably believe that he or she has become physically or mentally incapable of managing his or her own affairs and they resolve that he or she be removed from office;
11.4 he or she is disqualified under the Charities Act 2011 from acting as a Trustee;
11.5 at a meeting of the Trustees at which at least half of the Trustees are present, a resolution is passed that he or she be removed from office. Such a resolution shall not be passed unless he or she has been given at least 14 Clear Days’ notice that the resolution is to be proposed, specifying the circumstances alleged to justify removal from office, and has been afforded a reasonable opportunity of either (at his or her option) being heard by or of making written representations to the Trustees; or
11.6 he or she ceases to be a Member of the Charity.
12. Officers
12.1 The Trustees shall appoint a President, Treasurer and Secretary-General for such term of office as the Trustees determine and may at any time remove any of them from office (the “Officers”).
12.2 In the event that a person appointed as an Officer under clause 12.1 is not an existing Trustee on the date when he or she is to be appointed to office, the Trustees must appoint him or her as a Trustee in accordance with clause 9.2 with effect from the date of his or her appointment as an Officer.
12.3 The President is the Chair of the Trustees.
13. Taking of decisions by Trustees
Any decision of the Trustees may be taken either:
13.1 at a meeting of the Trustees called and held in accordance with clause 14; or
13.2 by a decision taken in accordance with clause 15.
14. Meetings of Trustees
14.1 Calling meetings
14.1.1 Meetings may be arranged by the Trustees at their meetings.
14.1.2 The Chair or any three Trustees may call a Trustees’ meeting. A Trustees’ meeting must be called by at least seven Clear Days’ notice unless either:
(a) all the Trustees agree; or
(b) urgent circumstances require shorter notice.
14.1.3 In deciding on the date and time of any Trustees’ meeting, the person or persons calling the meeting must try to ensure, subject to the urgency of any matter to be discussed at the meeting, that as many Trustees as practicable are likely to be available to participate.
14.1.4 Notice of Trustees’ meetings must be given to each Trustee.
14.1.5 Every notice calling a Trustees’ meeting must specify:
(a) the day and time of the meeting;
(b) the place where all the Trustees may physically attend the meeting (if any);
(c) the general nature of the business to be considered at the meeting; and
(d) if it is anticipated that Trustees participating in the meeting will not be in the same place, how it is proposed that they should communicate with each other during the meeting.
14.1.6 Notice of Trustees’ meetings need not be in writing.
14.2 The Chair may invite the chair of the Council and other persons who are not Trustees to attend and speak but not vote at Trustees’ meetings.
14.3 Chairing of Trustees’ meetings
The Chair of the Trustees or in his or her absence another Trustee nominated by the Trustees present shall preside as chair of each Trustees’ meeting.
14.4 Procedure at Trustees’ meetings
14.4.1 At a Trustees’ meeting, unless a quorum is participating, no proposal is to be voted on, except a proposal to call another meeting.
14.4.2 The quorum for Trustees’ meetings may be fixed from time to time by a decision of the Trustees, but it must never be less than three, and unless otherwise fixed it is one-third of the total number of Trustees.
14.4.3 If the total number of Trustees for the time being is less than the quorum required, the Trustees must not take any decision other than a decision to appoint further Trustees.
14.5 Questions arising at a meeting shall be decided by a majority of the Trustees present and voting.
14.6 In the case of an equality of votes, the chair of the meeting shall have a second or casting vote.
This does not apply if, in accordance with the constitution, the chair of the meeting is not to be counted as participating in the decision-making process for quorum or voting purposes.
14.7 Participation in meetings by electronic means
14.7.1 Trustees participate in a Trustees’ meeting, or part of a Trustees’ meeting, when:
(a) the meeting has been called and takes place in accordance with the constitution; and
(b) they can each communicate to the others any information or opinions they have on any particular item of the business of the meeting (for example via telephone or video conferencing, electronic facilities and/or electronic platforms).
14.7.2 In determining whether Trustees are participating in a Trustees’ meeting, it is irrelevant where any Trustee is or how they communicate with each other.
15. Majority decisions without a meeting
15.1 A decision is taken in accordance with this clause 15 when a majority of all of the Trustees indicate to each other by any means (including without limitation by Electronic Means, such as by email or by telephone) that they share a common view on a matter.
15.2 Such a decision may, but need not, take the form of a resolution in writing, copies of which have been signed by a majority of the Trustees or to which a majority of the Trustees have otherwise indicated agreement in writing.
16. Trustee interests and management of conflicts of interest
16.1 Declaration of interests
A Trustee must declare the nature and extent of:
16.1.1 any direct or indirect interest which he or she has in a proposed transaction or arrangement with the Charity; and
16.1.2 any direct or indirect interest or any duty which he or she has which conflicts or may conflict with the interests of the Charity or his or her duties to the Charity.
16.2 Participation in decision-making
If a Trustee’s interest or duty cannot reasonably be regarded as giving rise to a conflict of interest or a conflict of duties with or in respect of the Charity, he or she is entitled to participate in the decision-making process, to be counted in the quorum and to vote in relation to the matter. Any uncertainty about whether a Trustee’s interest or duty is likely to give rise to a conflict shall be determined by a majority decision of the other Trustees taking part in the decision-making process. For the avoidance of doubt, the following transactions or arrangements shall be presumed as not reasonably likely to give rise to a conflict of interest provided all of the Trustees have the same interest:
16.2.1 approval of trustee expenses policies;
16.2.2 payment of premiums for trustee indemnity insurance;
16.2.3 receipt by a Trustee in his or her capacity as beneficiary of the Charity of benefits which are available generally to all beneficiaries.
16.3 If a Trustee’s interest or duty gives rise (or could reasonably be regarded as likely to give rise) to a conflict of interest or a conflict of duties with or in respect of the Charity, he or she must:
16.3.1 take part in the decision-making process only to such extent as in the view of the other Trustees is necessary to inform the debate;
16.3.2 not be counted in the quorum for that part of the process; and
16.3.3 withdraw during the vote and have no vote on the matter.
16.4 Register of Trustees’ interests
The Trustees must cause a register of Trustees’ interests to be kept.
17. Trustees may delegate
17.1 Subject to this constitution, the Trustees may delegate any of their powers or functions to any committee or to the Council.
17.2 Subject to this constitution, the Trustees may delegate the implementation of their decisions or day to day management of the affairs of the Charity to any person, committee or to the Council.
17.3 Any delegation by the Trustees may be:
17.3.1 by such means;
17.3.2 to such an extent;
17.3.3 in relation to such matters or territories; and
17.3.4 on such terms and conditions,
as they think fit.
17.4 The Trustees may authorise further delegation of the relevant powers, functions, implementation of decisions or day to day management by the Council or by any other person or committee to whom they are delegated.
17.5 The Trustees may revoke any delegation in whole or part, or alter its terms and conditions.
17.6 The Trustees may by power of attorney or otherwise appoint any person to be the agent of the Charity for such purposes and on such conditions as they determine.
18. Committees
18.1 In the case of delegation to committees:
18.1.1 the resolution making the delegation must specify those who shall serve or be asked to serve on the committee (although the resolution may allow the committee to make cooptions up to a specified number);
18.1.2 the composition of any committee shall be entirely in the discretion of the Trustees and may include such of their number (if any) as the resolution may specify;
18.1.3 the deliberations of any committee must be reported regularly to the Trustees and any resolution passed or decision taken by any committee must be reported promptly to the Trustees and every committee must appoint a secretary for that purpose;
18.1.4 the Trustees may make such regulations and impose such terms and conditions and give such mandates to any committee as they may from time to time think fit; and
18.1.5 no committee shall knowingly incur expenditure or liability on behalf of the Charity except where authorised by the Trustees or in accordance with a budget which has been approved by the Trustees.
18.2 The meetings and proceedings of any committee shall be governed by the provisions of this constitution regulating the meetings and proceedings of the Trustees so far as they apply and are not superseded by any regulations made by the Trustees.
19. Delegation of day to day management powers
In the case of delegation of the day to day management of the Charity to a chief executive or other manager or managers:
19.1 the delegated power shall be to manage the Charity by implementing the policy and strategy adopted by and within a budget approved by the Trustees and (if applicable) to advise the Trustees in relation to such policy, strategy and budget;
19.2 the Trustees shall provide any manager with a description of his or her role and the extent of his or her authority; and
19.3 any manager must report regularly to the Trustees on the activities undertaken in managing the Trustees and provide them regularly with management accounts which are sufficient to explain the financial position of the Charity.
20. Delegation of investment management
The Trustees may delegate the management of investments to a Financial Expert or Experts provided that:
20.1 the investment policy is set down in writing for the Financial Expert or Experts by the Trustees;
20.2 timely reports of all transactions are provided to the Trustees;
20.3 the performance of the investments is reviewed regularly with the Trustees;
20.4 the Trustees are entitled to cancel the delegation arrangement at any time;
20.5 the investment policy and the delegation arrangements are reviewed regularly;
20.6 all payments due to the Financial Expert or Experts are on a scale or at a level which is agreed in advance; and
20.7 the Financial Expert or Experts must not do anything outside the powers of the Trustees.
21. Council
21.1 The Trustees may establish a Council which shall be comprised of such individuals as the Trustees shall determine from time to time.
21.2 The Trustees may delegate their powers or functions or the implementation of decisions or day to day management of the affairs of the Charity to the Council in accordance with clause 17.
21.3 The Trustees may make such regulations and impose such terms and conditions governing the meetings and proceedings of the Council as they may from time to time think fit provided that:
21.3.1 the deliberations of the Council must be reported regularly to the Trustees and any resolution passed or decision taken by the Council must be reported promptly to the Trustees; and
21.3.2 the Council shall not knowingly incur expenditure or liability on behalf of the Charity except where authorised by the Trustees or in accordance with a budget which has been approved by the Trustees.
22. Members
22.1 The Members of the Charity shall be its Trustees for the time being. The only persons eligible to be Members of the Charity are its Trustees. Membership of the Charity cannot be transferred to anyone else.
22.2 A Member and Trustee who ceases to be a Trustee automatically ceases to be a Member of the Charity.
23. Decisions which must be made by the Members
Any decision to:
23.1 amend the constitution of the Charity;
23.2 amalgamate the Charity with, or transfer its undertaking to, one or more other charitable incorporated organisations, in accordance with the Charities Act 2011; or
23.3 wind up the Charity voluntarily or dissolve the Charity (including transferring its business to any other charity); must be made by a resolution of the Members of the Charity (rather than a resolution of the Trustees).
24. Members’ decisions
24.1 General provisions
Decisions of the Members of the Charity may be taken either:
24.1.1 by means of a resolution passed by vote at a general meeting (in accordance with clause 24.2); or
24.1.2 by means of a written resolution (as provided in clause 24.3).
24.2 Taking decisions at a meeting
Any decision of the Members of the Charity may be taken by means of a resolution passed by a 75% majority of those Members voting at a general meeting (including votes cast by postal or email ballot, and proxy votes).
24.3 Taking decisions by written resolution
The Members of the Charity may make decisions by resolution in writing agreed to by all of the Members of the Charity.
24.4 Members’ resolutions and conflicts of interest
24.4.1 A Trustee who would benefit personally, whether directly or indirectly, from a transaction or arrangement into which a Charity proposes to enter must not take part in any decision of the Members whether or not to enter into that transaction or arrangement.
24.4.2 Clause 24.4.1 does not apply where the transaction or arrangement proposed to be entered into by the Charity cannot reasonably be regarded as likely to give rise to a conflict of interest.
25. General meetings of Members
25.1 Calling of general meetings of Members
Any three Trustees may call a general meeting of the Members of the Charity for the purpose of discharging any business which must by law be discharged by a resolution of the Members of the Charity as specified in clause 23.
25.2 Notice of general meetings of Members
25.2.1 At least 14 Clear Days’ notice of a general meeting of the Members of the Charity must be given to all of the Members of the Charity.
25.2.2 If not less than 90% of all of the Members of the Charity who are entitled to vote at the meeting agree, any resolution may be proposed and passed at the meeting even though the requirements of clause 25.2.1 have not been met.
25.2.3 The notice of any general meeting must:
(a) state the place, date and time and date of the meeting; and
(b) give particulars of any resolution which is to be moved at the meeting, and of the general nature of any other business to be dealt with at the meeting.
25.3 Procedure at general meetings of Members
The provisions in clauses 14.2, 14.4 and 14.7 of this constitution (which deal with the chairing of Trustees’ meetings, the quorum at Trustees’ meetings and participation in Trustees’ meetings by Electronic Means) shall apply to general meetings of the Members of the Charity, with all references to Trustees to be taken as references to Members of the Charity.
26. Fellows and Friends
26.1 The Trustees may create classes of associate membership including but not limited to associate members known as ‘Fellows’ and ‘Friends’ and may determine the rights and obligations, the conditions for admission to, and termination of membership of, any such classes of associate members, and alter those rights, obligations and conditions at any time.
26.2 Associate members shall be non-voting members and will not be Members of the Charity for any purpose.
27. Validity of Trustee actions
All acts done by a person acting as a Trustee shall, even if afterwards discovered that there was a defect in his or her appointment or that he or she was disqualified from holding office or had vacated office, be as valid as if such person had been duly appointed and was qualified and had continued to be a Trustee.
28. Irregularities
The proceedings at any meeting [or on the taking of any poll] or the passing of a written resolution or the making of any decision shall not be invalidated by reason of any accidental informality or irregularity (including any accidental omission to give or any non-receipt of notice) or any want of qualification in any of the persons present or voting or by reason of any business being considered which is not specified in the notice.
29. Secretary
A secretary may be appointed by the Trustees for such term, at such remuneration and upon such conditions as they may think fit, and may be removed by them.
30. Contracts and documents
30.1 Contracts may be made either:
30.1.1 on behalf of the Charity, by a person acting under the express or implied authority of the Charity; or
30.1.2 by the Charity, in writing under its seal (if it has one).
30.2 Documents may be executed by the Charity either:
30.2.1 by being signed by at least two of the Trustees; or
30.2.2 by the affixing of the Charity’s seal (if it has one).
30.3 If the Charity has a seal:
30.3.1 The Charity must have its name engraved in legible characters on the seal.
30.3.2 The seal must only be used by the authority of the Trustees or of a committee of Trustees duly authorised by the Trustees.
30.3.3 The Trustees may determine who shall sign any document to which the seal is affixed and unless otherwise determined it shall be signed by two Trustees.
31. Keeping of Registers
The Charity must comply with its obligations under the General Regulations in relation to the keeping of, and provision of access to, a (combined) register of its Members and Trustees.
32. Minutes
The Trustees must keep minutes of all:
32.1 appointments of officers made by the Trustees;
32.2 proceedings at general meetings of the Charity;
32.3 meetings of the Trustees, including:
32.3.1 the names of the Trustees present at the meeting;
32.3.2 the decisions made at the meetings; and
32.3.3 where appropriate the reasons for the decisions;
32.4 resolutions and decisions made by the Trustees and members of the Charity otherwise than in meetings.
33. Accounting records, accounts, annual reports and returns, register maintenance
33.1 The Trustees must comply with the requirements of the Charities Act 2011 with regard to the keeping of accounting records, the preparation and scrutiny of statements of accounts, and the preparation of annual reports and returns.
33.2 The Trustees must inform the Charity Commission within 28 days of any change in the particulars of the Charity entered on the Central Register of Charities.
34. Rules
The Trustees may from time to time make such reasonable and proper rules or bye laws as they may deem necessary or expedient for the proper conduct and management of the Charity, but such rules or bye laws must not be inconsistent with any provision of this constitution.
35. Disputes
If a dispute arises between Members of the Charity about the validity or propriety of anything done by the Members under this constitution, and the dispute cannot be resolved by agreement, the parties to the dispute must first try in good faith to settle the dispute by mediation before resorting to litigation.
36. Communications
36.1 Communications to the Charity
36.1.1 Any Member or Trustee of the Charity may send documents or information to the Charity:
(a) by hand; or
(b) by post,
by sending it to the principal office or any other address specified by the Charity for this
purpose.
36.1.2 Any Member or Trustee of the Charity may send documents or information to the Charity in Electronic Form or by Electronic Means (for example by email), provided that:
(a) In the case of documents or information sent in Electronic Form, the Charity has agreed (generally or specifically) to receive documents or information in that form (and has not revoked that agreement), or is treated as having agreed to receive documents or information in that form under clause 36.3.
(b) Documents or information sent by Electronic Means must be sent to either:
(i) an address specified by the Charity for the purpose; or
(ii) an address to which clause 36.3 applies.
(c) Communications sent by Electronic Means must be authenticated in a manner which is satisfactory to the Charity.
36.2 Communications by the Charity
36.2.1 The Charity may send documents or information to any Member or Trustee of the Charity by hand or by post, by handing it to them or by sending it to:
(a) an address specified for the purpose by the intended recipient; or
(b) their address as shown in the Charity’s combined register of Members or Trustees; or
(c) where the Charity is unable to obtain an address falling within clauses 36.2.1 or 36.2.1, the intended recipient’s last address known to the Charity.
36.2.2 The Charity may send or supply documents or information to any Member or Trustee of the Charity in Electronic Form or by Electronic Means (including by email or by making it available on a website), provided that:
(a) the intended recipient has agreed (generally or specifically) to receive documents or information in that form or by such means (and has not revoked that agreement); or
(b) (in the case of documents or information sent in Electronic Form) the intended recipient is treated as having agreed to receive documents or information in that form or by such means under clause 36.2.3; or
(c) (in the case of documents or information made available via a website) the intended recipient is treated as having agreed to receive documents or information in that manner under paragraph 10 of Schedule 3 of the General Regulations.
36.2.3 Any Member or Trustee of the Charity, by virtue of becoming a Member of the CIO and by providing the Charity with his or her email address or similar, is taken to have agreed to receive communications from the Charity in Electronic Form at that address, unless the Member has indicated to the Charity his or her unwillingness to receive such communications in that form.
36.2.4 When communicating any notice or proposal via a website, the Trustees must take reasonable steps to ensure that Members and Trustees are promptly notified of the publication of any such notice or proposal.
36.3 Charity’s deemed agreement to electronic communications
If the Charity sends or supplies documents or information to another person in Electronic Form:
36.3.1 the Charity is treated as having agreed to accept a response in Electronic Form; and
36.3.2 where the document or information is sent or supplied by the Charity by Electronic Means from an electronic address, or the Charity has given such an address in the document or information (subject to any limitations specified when providing that address), the Charity is treated as having agreed to the response being sent by Electronic Means to that address.
36.4 Deemed delivery
36.4.1 Where any document or information is sent or supplied by the Charity to the Trustees or the Members of the Charity:
(a) where it is sent by post it is deemed to be received 48 hours after it is posted;
(b) where it is sent or supplied by Electronic Means (for example by email) it is deemed to be received on the same day that it is sent;
(c) where it is sent or supplied by means of a website, it is deemed to be received:
(i) when the material is first made available on the website; or
(ii) if later, when the intended recipient received (or is treated as having received) notice of the fact that the material is available on the website.
36.4.2 The intended recipient of a document or information may agree generally or specifically with the Charity that it is deemed to be received within a shorter period than that specified in clause 36.4.1.
37. Amendment of constitution
37.1 This constitution can be amended by a resolution of the Members passed in accordance with this constitution.
37.2 Amendments to the constitution do not take effect until they have been registered by the Charity Commission in accordance with the Charities Act 2011.
37.3 In accordance with section 226 of the Charities Act 2011, any alteration of clause 3 (Objects), clause 38 (Voluntary winding up or dissolution), this clause, or of any provision where the alteration would provide authorisation for any benefit to be obtained by Trustees or Members of the Charity or persons connected with them, requires the prior written consent of the Charity Commission.
37.4 The power of the Charity to amend its constitution is not exercisable in any way which would result in the Charity’s ceasing to be a charity.
37.5 A copy of any resolution altering the constitution, together with a copy of the Charity’s constitution as amended, must be sent to the Charity Commission within 15 days from the date on which the resolution is passed. The amendment does not take effect until it has been recorded in the Register of Charities.
38. Voluntary winding up or dissolution
38.1 The Members of the Charity may pass a resolution in accordance with this constitution to the effect that the Charity should be wound up voluntarily or that an application should be made to the Charity Commission for the dissolution of the Charity.
38.2 Subject to the payment of all the Charity’s debts:
38.2.1 Any resolution for the winding up of the Charity, or for the dissolution of the Charity without winding up, may contain a provision directing how any remaining assets of the Charity shall be applied.
38.2.2 If the resolution does not contain such a provision, the Trustees must decide how any remaining assets of the Charity shall be applied.
38.2.3 In either case the remaining assets must be applied for charitable purposes which are the same as or similar to those of the Charity.
38.3 If the Charity is to be wound up or dissolved in any other circumstances, the provisions of the Dissolution Regulations must be followed.
39. Interpretation
39.1 In this constitution:
39.1.1 “Chair” has the meaning given in clause 12.3;
39.1.2 “Charity” means International Evaluation Academy;
39.1.3 “Clear Days” means in relation to the period of a notice, means that period excluding the day when the notice is given or deemed to be given and the day for which it is given or on which it is to take effect;
39.1.4 “Connected Person” means:
(a) a child, parent, grandchild, grandparent, brother or sister of the Trustee;
(b) the spouse or civil partner of the Trustee or of any person falling within clause 39.1.4(a) above;
(c) a person carrying on business in partnership with the Trustee or with any person falling within clauses 39.1.4(a) or 39.1.4(b) above;
(d) an institution which is controlled:
(i) by the Trustee or any Connected Person falling within clauses 39.1.4(a), 39.1.4(b), or 39.1.4(c) above; or
(ii) by two or more persons falling within clause 39.1.4(d)(i), when taken together; and
(e) a body corporate in which:
(i) the Trustee or any Connected Person falling within clauses 39.1.4(a), 39.1.4(b) or 39.1.4(c) has a substantial interest; or
(ii) two or more persons falling within clause 39.1.4(e)(i) who, when taken together, have a substantial interest.
For the purposes of this clause 39.1.4:
(i) “child” includes a stepchild and an illegitimate child;
(ii) a person living with another as that person’s husband or wife is to be treated as that person’s spouse;
(iii) where two people of the same sex are not civil partners but live together as if they were, each of them is to be treated as the civil partner of the other;
(iv) a person controls an institution if the person is able to secure that the affairs of the institution are conducted in accordance with the person’s wishes;
(v) any person has a substantial interest in a body corporate if the person or institution in question:
• is interested in shares comprised in the equity share capital of that body of a nominal value of more than one-fifth of that share capital, or
• is entitled to exercise, or control the exercise of, more than one-fifth of the voting power at any general meeting of that body.
39.1.5 “Council” has the meaning given in clause 21;
39.1.6 “Dissolution Regulations” means the Charitable Incorporated Organisations (Insolvency and Dissolution) Regulations 2012;
39.1.7 “Financial Expert” means an individual, company or firm who, or which, is authorised to give investment advice under the Financial Services and Markets Act 2000;
39.1.8 “First Trustees” has the meaning given in clause 9.1.1;
39.1.9 “General Regulations” means the Charitable Incorporated Organisations (General) Regulations 2012;
39.1.10 “Members” means the members of the Charity for the purposes of the Charities Act 2011, the General Regulations and the Dissolution Regulations;
39.1.11 “Officers” has the meaning given in clause 12.1;
39.1.12 a “poll” means a counted vote or ballot, usually (but not necessarily) in writing; and
39.1.13 “Trustee” means a Trustee of the Charity.
39.2 A reference to a document or information being sent or supplied in Electronic Form is to a document or information sent by Electronic Means (such as by email or fax) or by any other means while in an electronic form (such as a computer disc sent by post).
39.3 A reference to a document or information being sent or supplied by Electronic Means is to a document or information sent and received by means of electronic equipment for the processing or storage of data and entirely transmitted, conveyed and received by wire, by radio or optical means or by other electromagnetic means.
Any reference in this constitution to an enactment includes a reference to that enactment as re-enacted or amended from time to time and to any subordinate legislation made under it.
Approved by the Board on November 6, 2020
Towards an International Evaluation Academy (IEAc)
Proposed Governance
Introduction
This note puts forward a governance plan for the International Evaluation Academy (IEAc). It was prepared by the Interim Organising Committee to elicit debate and facilitate a consensus among Board members. Its contents will inform next steps, including the proposed Academy Constitution, bylaws, recruitment of Council members, design of the website, etc.
Purpose and Values
The Academy is dedicated to evaluation transformation, creativity, innovation, and excellence. It embraces the vision of Agenda 2030, the Sustainable Development Goals, and the Paris Agreement, and aspires to make transdisciplinary, value-driven evaluation play an influential role in the promotion of global justice and social, economic, and environmental sustainability.
Toward these ends, the Academy embraces a wide range of evaluation approaches, models, and methods. It respects the subsidiarity principle in all its work; mobilises the energies and skills of volunteers at the local, national, regional, and global level; organizes learning communities to address diverse thematic priorities; and reaches out to partners across borders, disciplinary boundaries, and all sectors of society – public, private, and civil society.
Fellows
Academy Fellows include eminent evaluation thinkers, highly experienced evaluators, mid-career practitioners, and young, and emerging evaluators. They are the life and blood of the Academy. A subcommittee chaired by a Trustee approves all Fellowship applications and ensures that Fellows fulfil their commitments to the Academy.
The only criteria for Fellows to be admitted to the Academy, and remain in good standing, as well as be eligible to use the IEAc Fellow designation and apply for Academy small grants are: (i) significant involvement in evaluation activities – research, practice, management, commissioning, etc.; (ii) commitment to Academy values and principles; and (iii) willingness and ability to contribute to evaluation excellence, advocacy, and social relevance.
Fellows who do not make substantive contributions to the Academy over time, and/or bring disrepute to the organization, may lose their Academy Fellow designation, following due process in line with Board approved guidelines and processes. 2
Major governance features
The International Evaluation Academy (IEAc) is to be established as a Charitable Incorporated Organization (CIO) in the United Kingdom. It will be owned and managed by a Board of Trustees with help and guidance from a Council. Board and Council members will normally be appointed for four-year (renewable) terms, except that, for the first Board and Council, the terms of service of individual members will be staggered to avoid disruptive discontinuities.
Business model
A decentralized, collegial management approach characterises Academy activities. Under Board oversight and with Council support, the Academy supports Fellows to work together to initiate, design, and implement initiatives that fall within or across the following activity clusters:
- • Evaluation research: research on evaluation governance, management, models, methods, and practices; science-based evaluation initiatives (e.g. complexity, systems thinking, mapping, etc.)
- • Evaluation advocacy: promotion of sound evaluation policies; engagement with civil society groups; encouragement of corporate social responsibility-oriented evaluation; etc.
- • Evaluation education: promotion of high-quality tertiary evaluation education in universities worldwide, especially in the Global South
- • Evaluation training: incubation of innovative training projects focused on new evaluation frontiers, information technology, artificial intelligence, Big Data, etc.
- • Evaluation professionalisation: mutual recognition of guiding principles; professional ethics; competency frameworks; mentoring and professional development; support to young and emerging evaluators’ initiatives; prizes and awards, etc.
- • Transformational evaluation: promotion of evaluations geared to transformational change, socially and environmentally sustainable development, Blue Marble evaluations, etc.
- • Evaluators without borders: promotion of international evaluation exchanges; contributions to effective communications across evaluation cultures; amplification of indigenous evaluation voices; etc.
- • Expert evaluation services: set up of independent commissions, workshops, roundtables, and expert meetings tasked with evaluation of critically important public policies and programs; Academy-directed transformational evaluations; provision of independent, objective evaluation advice to improve the validity, quality, and social utility of evaluations in the public, private, and voluntary sector1.
1 These activities will be subject to strict Board oversight and conflict of interest rules.
Board members approve and provide oversight of programs sponsored and carried out by Fellows (or groups of Fellows) following Council review to ensure that they deliver work responsive to one or more of the above eight activity clusters. Board members also establish means for keeping track of all Academy activities. In carrying out their due diligence responsibilities Board members take full account of Council members’ views. In all its work, the Academy scrupulously observes the principle of subsidiarity relative to evaluation associations, networks, international bodies, civil society organizations, and partners.
Partners
The Academy engages in partnerships with like-minded organizations, including evaluation societies and networks, universities, research institutes, think-tanks, civil society organizations, philanthropic foundations, and private firms. Such bilateral or multilateral partnerships are defined by Memoranda of Understanding (MoUs) endorsed by the Board.
Partnerships take different forms, e.g. flexible alliances towards the realization of Global Evaluation 3
Agenda goals; advocacy campaigns; upscaling of promising pilot interventions; joint sponsorship of evaluation research, education or training programs; joint operation of learning communities; mentoring and professional development schemes; fund raising initiatives; outreach to social reform movements; etc.
The Board
The Board of Trustees is chaired by the President. Day to day management of the Academy is delegated to the Executive Committee of the Board, consisting of President, Secretary-General, Treasurer and, as appropriate, other Trustees selected in agreement with the Board. Trustees serve in their personal capacities and not as representatives of their organizations. They assist the President and the Executive Committee manage the Academy, monitor its work, and assess the effectiveness of its processes and activities. A mix of expertise, experience, and entrepreneurship as well as a commitment to represent the interests and fulfil the aspirations of evaluators worldwide are among the competencies required of Board members.
There is no legal distinction between Trustees. They share the same collective duties and responsibilities. Trustees are tasked with exercising due diligence and control over all aspects of Academy work, including programming, monitoring, admission of Fellows, partnerships, secretariat work, data base maintenance, website management, grant approvals, fund raising, etc. The Board approves Academy policies and strategic directions and helps the President in relationship management, interaction with partners, communications with stakeholders and the public, etc.
Trustees are accountable for the integrity and ethicality of all Academy activities, the fulfilment of its statutory obligations, the maintenance of adequate membership and operational records, the production of timely audited financial statements, etc. They commission and authorize funding for independent evaluations of Academy performance every five years. While they exercise oversight over all Academy activities, they delegate their authority to the President and Executive Committee for day to day management, although they may be called upon to assist them, e.g. to chair or participate in Board committees, subcommittees, etc.
The President
The President is appointed by the Board. She/he chairs the Board and provides leadership by envisioning the future of the organization and – with the collegial help of other Board members and guidance from the Council – helps shape strategies and policies that help turn the vision into reality. Together, the President and other Board members approve the creation of Board committees and sub-committees; represent the Academy vis a vis partners, other organizations, and the public.
The Treasurer
While the entire Board shares responsibility for sound and accountable financial management and oversight, the Treasurer is charged with day to day management of the Academy’s financial affairs, including budgeting and accounting, expenditure approval and monitoring, interaction with auditors, cash flow management, investments, etc.
The Secretary General
The Secretary-General is charged with overall Academy administration including compliance with its Constitution, bylaws and charity regulations; maintenance of membership and operational records; timely and responsive website management; planning and management of Board meetings, General and Special Meetings; effective communication between the Board, the Advisory Council and the Fellows. etc. The Board secures support services from a Secretariat reporting to the Secretary General. 4
The Council
While the Board brings together a wide range of skills and capabilities, it is not expected to handle without support all oversight tasks or master all the topics within its remit. It taps the energy and expertise of a diverse and dynamic Council membership for the provision of strategic and expert advice for all aspects of Academy work. The Council reports to the Board through the Executive Committee. Council members serve in their personal capacities and not as representatives of their organizations. They elicit, motivate, guide, and advise Fellows and groups of Fellows in the design, preparation, and implementation of their initiatives and in the formation of hubs.
Using their expertise, commitment and connections, Council members may:
• Act as an independent sounding board to the Chairperson and the Trustees in specific thematic and scientific areas
• Encourage debate about evaluation policy directions, including professionalization
• Connect the Academy with centres of excellence in the physical, natural, and social sciences
• Offer strategic advice with respect to new evaluation frontiers, e.g. Big Data, complexity concepts, data science and computer modelling for evaluation, etc.
• Identify opportunities for Academy activities that enhance support to young and emerging evaluators
• Support fundraising for high priority Academy initiatives
• Assist in evaluation advocacy campaigns
• Review grant proposals prior to Board approval
Hubs
The Board encourages the setup of hubs within initiatives that are in keeping with the purpose and the values of the Academy. The Board may also set up hub organizations across initiatives to respond effectively to global, regional, and national priorities and concerns, and assist in fund raising to support Academy work.
For example, a hub might be set up to address climate change evaluation in the small island countries of the Pacific. This could involve various activities cutting across activities such as research, advocacy, and transformational evaluation and it would complement and support evaluation initiatives already underway, e.g. the Pacific Islands Regional Climate Assessment initiative.
Similarly, global thematic hubs might be created to focus on such ‘problems without passport’ as nuclear proliferation, loss of biodiversity, ocean pollution, human trafficking, modern slavery, refugees, etc. Equally, support to young and emerging evaluators might work across initiatives related to education, training, and professionalization.
Friends of the Academy
Unlike Voluntary Organizations of Professional Evaluators (VOPEs), the IEAc is not financially sustained by membership fees. Although the Fellows who are in a position to do so are asked to donate, the Academy will rely on Friends of the Academy, a network of donors who recognize that evaluation is a public good and a key instrument of democratic governance and corporate social responsibility. They include foundations, international organizations, government agencies, private corporations and individuals who share the vision of a strong and vibrant evaluation community, operating across borders and dedicated to a world where governments, private corporations and civil society organizations are accountable to citizens and learn from experience to achieve a world where peace, justice and respect for nature prevail and where development benefits all. 5
Small grants
Academy activities are volunteer driven. However, in some cases, modest expenses may have to defrayed. To ensure that this does not preclude the implementation of priority interventions, the Academy provides small grants (normally $10,000 or less) to support the design, incubation, and/or implementation of priority activities that support Academy goals and priorities. Grant applicants undertake to behave ethically, to report on results, and to draw lessons at project completion. Each grant application is subject to peer review under the aegis of the Council and to Board approval by a Small Grants Review subcommittee.
The Interim Organising Committee
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Approuvé par le Conseil d’administration le 6 novembre 2020
Vers une Académie internationale de l’évaluation (IEAc)
Proposition de plan de gouvernance
Introduction
Cette note présente un plan de gouvernance pour l’Académie internationale de l’évaluation (IEAc). Elle a été élaborée par le Comité d’organisation intérimaire afin de susciter le débat et de faciliter un consensus entre les membres du conseil d’administration. Son contenu informera les prochaines étapes, y compris la proposition de Constitution de l’Académie, les règlements, le recrutement des membres du conseil consultatif, la conception du site web, etc.
Objectif et valeurs
L’Académie se consacre à la transformation de l’évaluation, à la créativité, à l’innovation et à l’excellence. Elle adhère à la vision de l’Agenda 2030, des Objectifs de développement durable et de l’Accord de Paris, et aspire à faire en sorte que l’évaluation transdisciplinaire et axée sur les valeurs joue un rôle influent dans la promotion de la justice mondiale et de la durabilité sociale, économique et environnementale.
À cette fin, l’Académie adopte un large éventail d’approches, de modèles et de méthodes d’évaluation. Elle respecte le principe de subsidiarité dans tous ses travaux, mobilise les énergies et les bénévoles aux niveaux local, national, régional et mondial, organise des communautés d’apprentissage pour aborder diverses thématiques prioritaires, et s’adresse à des partenaires au-delà des frontières, des limites disciplinaires et de tous les secteurs de la société – public, privé et la société civile.
Les Membres
Les membres de l’Académie comprennent d’éminents penseurs de l’évaluation, des évaluateurs très expérimentés, des praticiens en milieu de carrière et des évaluateurs jeunes et émergents. Ils constituent la pierre angulaire de l’académie. Un sous-comité présidé par un administrateur approuve toutes les demandes d’adhésion à l’académie et s’assure que les membres remplissent leurs engagements vis-à-vis de l’Académie.
Les seuls critères d’admission à l’Académie internationale de l’évaluation, de maintenir son statut de membre, ainsi que d’avoir le droit d’utiliser le titre de membre et demander des petites subventions de l’Académie sont les suivants : (i) une participation importante aux activités d’évaluation – recherche, pratique, gestion, mise en service, etc. (ii) l’engagement envers les valeurs et les principes de l’Académie ; et (iii) la volonté et la capacité de contribuer à l’excellence de l’évaluation, le plaidoyer et la pertinence sociale.
Les membres qui n’apportent pas de contributions substantielles à l’Académie au fil du temps, et/ou jettent le discrédit sur l’organisation, peuvent perdre leur titre, à la suite d’une procédure régulière conformément aux lignes directrices et aux processus approuvés par le conseil d’administration.
Les Principales caractéristiques de la gouvernance
L’Académie internationale d’évaluation (IEAc) doit être établie en tant qu’organisation caritative constituée en société au Royaume-Uni. Elle sera détenue et gérée par un conseil d’administration avec l’aide et les orientations d’un conseil consultatif. Les membres du conseil d’administration et du conseil consultatif seront normalement nommés pour des mandats de quatre ans (renouvelables). Excepté pour le premier conseil d’administration et le premier conseil consultatif, les mandats de chaque membre seront échelonnés afin d’assurer la continuité des activités et éviter des ruptures.
Le modèle de gestion
Une approche de gestion décentralisée et collégiale caractérise les activités de l’Académie. Sous la supervision du conseil d’administration et avec le soutien du conseil consultatif, l’Académie aide les membres à travailler ensemble pour initier, concevoir et mettre en œuvre des initiatives qui s’inscrivent dans ou à travers les groupes d’activités suivants :
– Recherche en évaluation : la recherche sur la gouvernance, la gestion, les modèles, les méthodes et les pratiques d’évaluation, les initiatives d’évaluation fondées sur la science (par exemple, la complexité, la pensée systémique, la cartographie, etc.)
– Défense de l’évaluation : la promotion de politiques d’évaluation saines, l’engagement avec des groupes de la société civile, l’encouragement de l’évaluation axée sur la responsabilité sociale des entreprises, etc.
– Enseignement de l’évaluation : la promotion d’un programme d’enseignement supérieur en évaluation de haute qualité dans les universités du monde entier, en particulier dans les pays du Sud.
– Formation à l’évaluation : l’incubation de projets de formation innovants axés sur les nouvelles frontières de l’évaluation, les technologies de l’information, l’intelligence artificielle, les données de masse, etc.
– Professionnalisation de l’évaluation : la reconnaissance mutuelle des principes directeurs ; l’éthique professionnelle ; les cadres de compétences ; le mentorat et le développement professionnel ; l’appui aux initiatives des jeunes et évaluateurs émergents ; les prix et les récompenses, etc.
– Évaluation transformationnelle : la promotion des évaluations axées sur le changement transformationnel, le développement durable sur le plan social et environnemental, les évaluations « blue marble », etc.
– Évaluateurs sans frontières : la promotion des échanges internationaux en matière d’évaluation ; la contribution à une communication efficace entre les cultures d’évaluation ; l’amplification de la voix des autochtones en matière d’évaluation, etc.
– Services d’évaluation fournis par des experts : la mise en place de commissions indépendantes, d’ateliers, de tables rondes et de réunions d’experts chargés d’évaluer des politiques et des programmes publics d’importance critique ; les évaluations transformationnelles dirigées par l’Académie ; la fourniture de conseils indépendants et d’objectifs en matière d’évaluation afin d’améliorer la validité, la qualité et l’utilité sociale des évaluations dans les secteurs public, privé et bénévole.
Les membres du conseil d’administration approuvent et supervisent les programmes parrainés et mis en œuvre par les membres (ou groupes de membres), après examen par le conseil consultatif, pour s’assurer qu’ils fournissent un travail répondant à un ou plusieurs des huit groupes d’activités ci-dessus. Les membres du conseil d’administration établissent également les moyens de suivre toutes les activités de l’Académie. Dans l’exercice de leurs devoirs de diligence, les membres du conseil d’administration prennent pleinement compte des opinions des membres du conseil consultatif. Dans tous ses travaux, l’Académie respecte scrupuleusement le principe de subsidiarité par rapport aux associations d’évaluation, aux réseaux, aux organismes internationaux, aux organisations de la société civile et aux partenaires.
Les Partenaires
L’Académie s’engage dans des partenariats avec des organisations partageant les mêmes idées, y compris des sociétés et réseaux d’évaluation, des universités, des instituts de recherche, des think-tanks, des organisations de la société civile, des fondations philanthropiques et des entreprises privées. Ces partenariats bilatéraux ou multilatéraux sont définis par des protocoles d’accord approuvés par le conseil d’administration.
Les partenariats prennent différentes formes, par exemple des alliances flexibles pour la réalisation des objectifs du programme mondiale pour l’Evaluation, des campagnes de plaidoyer, la transposition à plus grande échelle d’interventions pilotes prometteuses, le parrainage conjoint de programmes de recherche, d’éducation ou de formation en matière d’évaluation, le fonctionnement conjoint de communautés d’apprentissage, la gestion conjointe de communautés d’apprentissage, le mentorat et le développement professionnel, les initiatives de mobilisation de ressources et la sensibilisation aux mouvements de réforme sociale; etc.
Le Conseil d’administration
Le conseil d’administration est présidé par le président. La gestion quotidienne de l’Académie est déléguée au Comité exécutif du Conseil, composé du président, du secrétaire général, du trésorier et, le cas échéant, d’autres administrateurs choisis en accord avec le conseil. Les administrateurs servent à titre personnel et non en tant que représentants de leurs organisations. Ils aident le président et le comité exécutif à gérer l’Académie, à suivre ses travaux et à évaluer l’efficacité de ses processus et activités. Un mélange d’expertise, d’expérience et d’esprit d’entreprise ainsi qu’un engagement à représenter les intérêts et à répondre aux aspirations des évaluateurs du monde entier font partie des compétences requises des membres du conseil.
Il n’y a pas de distinction juridique entre les administrateurs. Ils partagent les mêmes devoirs et responsabilités. Les administrateurs sont chargés d’exercer une diligence raisonnable et un contrôle sur tous les aspects du travail de l’Académie, y compris la programmation, le suivi, l’admission des membres, les partenariats, le travail de secrétariat, la maintenance de la base de données, la gestion du site web, l’approbation des subventions, la mobilisation des ressources, etc. Le conseil approuve les politiques et les orientations stratégiques de l’Académie et aide le Président dans la gestion des relations, l’interaction avec les partenaires, les communications avec les parties prenantes et le public, etc.
Les administrateurs sont responsables de l’intégrité et de l’éthique de toutes les activités de l’Académie, de l’accomplissement de ses obligations statutaires, de la tenue de dossiers d’adhésion et de fonctionnement adéquats, de la production d’états financiers vérifiés en temps voulu, etc. Ils commandent et autorisent le financement d’évaluations indépendantes des performances de l’Académie tous les cinq ans. Bien qu’ils exercent une surveillance sur toutes les activités de l’Académie, ils délèguent leur autorité au Président et au Comité Exécutif pour la gestion quotidienne, bien qu’ils puissent être appelés à intervenir, par exemple en présidant ou en participant aux comités du conseil, aux sous-comités, etc.
Le président
Le président est nommé par le conseil d’administration. Il/elle préside le conseil d’administration et assure la direction en envisageant l’avenir de l’organisation et avec l’aide collégiale des autres membres du conseil d’administration et les conseils consultatifs- contribue à l’élaboration des stratégies et des politiques qui permettent de concrétiser cette vision. Ensemble, le Président et les autres membres du conseil approuvent la création des comités et des sous-comités du conseil ; représentent l’Académie auprès des partenaires, des autres organisations et du public.
Le Trésorier
Bien que l’ensemble du conseil partage la responsabilité d’une gestion et d’un surveillance financier sain et responsable, le Trésorier est chargé de la gestion quotidienne de l’Académie. Le Trésorier est chargé de la gestion quotidienne des affaires financières de l’Académie, y compris la budgétisation et la comptabilité, l’approbation et le suivi des dépenses, l’interaction avec les auditeurs, la gestion des flux de trésorerie, les investissements, etc.
Le Secrétaire général
Le Secrétaire général est chargé de l’administration générale de l’Académie, y compris de la conformité avec sa Constitution, les statuts et les règlements s’appliquant à un organisme caritatif ; la tenue des dossiers des membres et des opérations ; la gestion du site internet en temps opportun et de façon réactive ; la planification et la gestion des réunions générales et extraordinaires du conseil ; la communication efficace entre le conseil d’administration, le conseil consultatif et les membres, etc. Le conseil d’administration bénéficie des services d’un secrétariat qui rend compte au secrétaire général.
Le conseil consultatif
Bien que le conseil rassemble un large éventail de compétences et de capacités, on ne s’attend pas à ce qu’il prenne en charge sans soutien toutes les tâches de suivi ou qu’il maîtrise tous les sujets relevant de sa compétence. Il exploite l’énergie et l’expertise d’un conseil diversifié et dynamique pour fournir des conseils stratégiques et spécialisés sur tous les aspects du travail de l’Académie. Le conseil consultatif rend compte au conseil d’administration par l’intermédiaire du Comité exécutif. Les membres du conseil servent à titre personnel et non en tant que représentants de leurs organisations. Ils suscitent, motivent, guident et conseillent les membres et les groupes de membres dans la conception, la préparation et la mise en œuvre de leurs initiatives et dans la formation des hubs.
En utilisant leur expertise, leur engagement et leurs relations, les membres du conseil peuvent :
– Agir comme une caisse de résonance indépendante auprès du président et des administrateurs dans des domaines thématiques et scientifiques spécifiques.
– Encourager le débat sur les orientations de la politique d’évaluation, y compris la professionnalisation.
– Etablir des liens entre l’Académie et les centres d’excellence en sciences physiques, naturelles et sociales.
– Offrir des conseils stratégiques concernant les nouvelles frontières de l’évaluation, par exemple les données de masse, les concepts de complexité, la science des données et la modélisation informatique pour l’évaluation, etc.
– Identifier les activités de l’Académie qui renforcent le soutien aux jeunes et aux évaluateurs émergents.
– Soutenir la collecte de fonds pour les initiatives prioritaires de l’Académie.
– Contribuer aux campagnes de promotion de l’évaluation.
– Examiner les propositions de subventions avant leur approbation par le conseil d’administration.
Les plateformes (Hubs)
Le conseil encourage la mise en place de plateforme au sein des initiatives qui sont en accord avec l’objectif et les valeurs de l’Académie. Le conseil peut également mettre en place des organisations centrales à travers les initiatives afin de répondre efficacement aux priorités et aux préoccupations mondiales, régionales et nationales, et aider à la mobilisation de fonds pour soutenir le travail de l’Académie.
Par exemple, une plateforme pourrait être mis en place pour aborder l’évaluation du changement climatique dans les petits pays insulaires du Pacifique. Cela pourrait impliquer diverses activités qui recoupent des thématiques telles que la recherche, le plaidoyer et l’évaluation transformationnelle, et il compléterait et soutiendrait des initiatives d’évaluation déjà en cours, par exemple l’initiative d’évaluation du climat dans la région des îles du Pacifique.
De même, des plateformes thématiques mondiaux pourraient être créés pour se concentrer sur des problèmes transnationaux tels que la prolifération nucléaire, la perte de biodiversité, la pollution des océans, la traite des êtres humains, l’esclavage moderne, les réfugiés, etc. De même, le soutien aux évaluateurs jeunes et émergents pourrait s’inscrire dans le cadre d’initiatives liées à l’éducation, la formation et la professionnalisation.
Les amis de l’Académie
Contrairement aux organisations volontaires d’évaluateurs professionnels (VOPEs), l’IEAc n’est pas soutenue financièrement par les cotisations des membres. Bien que les membres soient invités à faire des dons, l’Académie compte sur les Amis de l’Académie, un réseau de donateurs qui reconnaissent que l’évaluation est un bien public et un instrument clé de la gouvernance démocratique et de la responsabilité sociale des entreprises. Il s’agit de fondations, d’organisations internationales, d’agences gouvernementales, d’entreprises privées et des organisations de la société civile qui partagent la vision d’un système d’évaluation solide, des individus qui partagent la vision d’une communauté d’évaluation forte et dynamique, opérant à travers les frontières et dédiée à un monde où les gouvernements, les entreprises privées et les organisations de la société civile sont responsables devant les citoyens et tirent les leçons de l’expérience pour parvenir à un monde où règnent la paix, la justice et le respect de la nature, ainsi que le développement.
Petites subventions
Les activités de l’Académie sont menées par des bénévoles. Cependant, dans certains cas, des dépenses modestes doivent être défrayée. Afin de s’assurer que cela n’empêche pas la mise en œuvre d’interventions prioritaires, l’Académie offre de petites subventions (normalement de 10 000 $ ou moins) pour soutenir la conception, l’incubation et/ou la mise en œuvre d’activités prioritaires qui soutiennent les objectifs et les priorités de l’Académie. Les demandeurs de subventions s’engagent à adopter un comportement éthique, à rendre compte des résultats et à tirer des leçons à l’issue du projet. Chaque demande de subvention est soumise à un examen par les pairs sous l’égide du conseil consultatif et à l’approbation du conseil d’administration par un sous-comité d’examen des petites subventions.
Le comité organisation intérimaire
Traduit par Safyatou Diallo, 23-03-21
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Aprobada por el Consejo el 6 de noviembre de 2020
Hacia una Academia Internacional de Evaluación (AcIE)
Propuesta de gobernanza
Introducción
Esta nota preparada por el Comité Organizador Interino presenta un plan de gobernanza para la Academia Internacional de Evaluación (AcIE) (AIEc por sus siglas en inglés) para suscitar el debate y facilitar un consenso entre los integrantes del Consejo. Su contenido informará acerca de los próximos pasos, incluyendo la propuesta de constitución de la Academia, los estatutos, la contratación de los integrantes del Consejo, el diseño de la página web, etc.
Propósito y valores
La Academia se dedica a la transformación de la evaluación, la creatividad, la innovación y la excelencia. La Academia adopta la visión de la Agenda 2030, sus Objetivos de Desarrollo Sostenible y el Acuerdo de París, aspirando a que la evaluación transdisciplinaria basada en valores desempeñe un papel influyente en la promoción de la justicia global y la sostenibilidad social, económica y ambiental.
Con este fin, la Academia acoge una amplia gama de enfoques, modelos y métodos de evaluación. Respeta el principio de subsidiariedad en todo su trabajo; moviliza las energías y habilidades de voluntarios a nivel local, nacional, regional y mundial; organiza comunidades de aprendizaje para abordar diversas prioridades temáticas; y llega a los socios más allá de las fronteras, los límites disciplinarios y todos los sectores de la sociedad -público, privado y sociedad civil.
Socios
Entre los socios a la Academia se encuentran eminentes pensadores de la evaluación, evaluadores de gran experiencia, profesionales a mitad de carrera y evaluadores jóvenes y emergentes. Son el alma de la Academia. Un subcomité presidido por un integrante de la Junta Directiva, aprueba todas las solicitudes de admisión y se asegura de que los socios cumplan sus compromisos con la Academia. 2
Los únicos criterios para que los socios sean admitidos en la Academia y permanezcan en regla, así como para que puedan utilizar la designación de Socio de la AcIE y solicitar pequeñas subvenciones de la Academia son: (i) participación significativa en actividades de evaluación – investigación, práctica, gestión, puesta en marcha, etc.; (ii) compromiso con los valores y principios de la Academia; y (iii) voluntad y capacidad de contribuir a la excelencia de la evaluación, la promoción y la relevancia social.
Los Socios que no realicen contribuciones sustanciales a la Academia a lo largo del tiempo, o desprestigien a la organización, pueden perder su designación como Socio de la Academia, siguiendo el debido proceso en línea con las directrices y procesos aprobados por la Junta.
Principales características de gobernanza
La Academia Internacional de Evaluación (AIEc) se establecerá como una organización benéfica incorporada (CIO por sus siglas en inglés) en el Reino Unido. Su propiedad y gestión correrán a cargo de una Junta Directiva con la ayuda y orientación de un Consejo. Los integrantes de la Junta Directiva y del Consejo serán nombrados normalmente por periodos de cuatro años (renovables), excepto que, para la primera Junta Directiva y el Consejo, los periodos de servicio individuales serán escalonados para evitar discontinuidades perturbadoras.
Modelo de negocio
Las actividades de la Academia se caracterizan por un enfoque de gestión descentralizado y colegiado. Bajo la supervisión de la Junta Directiva y con el apoyo del Consejo, la Academia apoya a los socios para que trabajen juntos en la iniciación, el diseño y la implementación de iniciativas que se encuadren dentro o a través de los siguientes grupos de actividades:
– Investigación sobre evaluación: investigación sobre la gobernanza, la gestión, los modelos, los métodos y las prácticas de evaluación; iniciativas de evaluación basadas en la ciencia (por ejemplo, complejidad, pensamiento sistémico, mapeo, etc.)
– Promoción de la evaluación: fomento de políticas de evaluación sólidas; compromiso con grupos de la sociedad civil; fomento de la evaluación orientada a la responsabilidad social corporativa; etc.
– Enseñanza de la evaluación: fomento de la enseñanza superior de la evaluación de alta calidad en las universidades en todo el mundo, especialmente en el Sur Global.
– Formación en evaluación: incubación de proyectos de formación innovadores centrados en las nuevas fronteras de la evaluación fronteras de la evaluación, tecnología de la información, inteligencia artificial, Big Data, etc.
– Profesionalización de la evaluación: reconocimiento mutuo de los principios rectores; ética profesional; marcos de competencias; tutoría y desarrollo profesional; apoyo a iniciativas de evaluadores jóvenes y iniciativas de los evaluadores jóvenes y emergentes; premios y reconocimientos, etc.
– Evaluación transformacional: promoción de evaluaciones orientadas al cambio transformacional, desarrollo social y ambientalmente sostenible, evaluaciones del planeta azul, etc.
– Evaluadores sin fronteras: fomento de los intercambios internacionales de evaluación; contribución a comunicación efectiva entre culturas de evaluación; amplificación de las voces autóctonas de la evaluación, etc.
– Servicios de evaluación de expertos: creación de comisiones independientes, talleres, mesas redondas y reuniones de expertos encargados de la evaluación de políticas y programas públicos de importancia crítica; Evaluaciones transformadoras dirigidas por la Academia; prestación de asesoramiento independiente y 3
objetivo en materia de evaluación asesoramiento independiente y objetivo para mejorar la validez, la calidad y la utilidad social de las evaluaciones en los sectores público, privado y sector público, privado y voluntario1.
1 Estas actividades estarán sujetas a una estricta supervisión del Consejo y a las normas sobre conflictos de intereses.
Los Directivos de la Junta aprueban y supervisan los programas patrocinados y realizados por los socios (o grupos de socios) después de la revisión del Consejo para garantizar que realicen un trabajo que responda a uno o más de los ocho grupos de actividades mencionados. Los directivos también establecen los medios para hacer un seguimiento de todas las actividades de la Academia. En el desempeño de sus responsabilidades de debida diligencia, los directivos tienen plenamente en cuenta las opiniones de los integrantes del Consejo. En todo su trabajo, la Academia observa escrupulosamente el principio de subsidiariedad en relación con las asociaciones de evaluación, las redes, los organismos internacionales, las organizaciones de la sociedad civil y los socios.
Asociaciones
La Academia participa en asociaciones con organizaciones afines, como sociedades y redes de evaluación, universidades, institutos de investigación, grupos de reflexión, organizaciones de la sociedad civil, fundaciones filantrópicas y empresas privadas. Estas asociaciones bilaterales o multilaterales se definen mediante Memorandos de Entendimiento (MdE) aprobados por la Junta Directiva.
Las asociaciones adoptan diferentes formas, por ejemplo, alianzas flexibles para la realización de los Objetivos de la Agenda de Evaluación Global; campañas de promoción; ampliación de intervenciones piloto prometedoras; patrocinio conjunto de programas de investigación, educación o formación en materia de evaluación; funcionamiento conjunto de comunidades de aprendizaje; planes de tutoría y desarrollo profesional; iniciativas de recaudación de fondos; acercamiento a los movimientos de reforma social; etc.
La Junta Directiva
La Junta Directiva está presidido por el Presidente. La gestión diaria de la Academia se delega en el Comité Ejecutivo de la Junta, formado por el Presidente, el Secretario General, el Tesorero y, en su caso, otros Directivos seleccionados de acuerdo con la Junta. Los Directivos actúan a título personal y no como representantes de sus organizaciones. Ayudan al Presidente y al Comité Ejecutivo a gestionar la Academia, a supervisar su trabajo y a evaluar la eficacia de sus procesos y actividades. Entre las competencias que se exigen a los Directivos figuran una combinación de conocimientos, experiencia y espíritu empresarial, así como el compromiso de representar los intereses y satisfacer las aspiraciones de los evaluadores de todo el mundo.
No hay distinción legal entre los Directivos. Comparten las mismas obligaciones y responsabilidades colectivas. Los Directivos tienen la tarea de ejercer la debida diligencia y control sobre todos los aspectos del trabajo de la Academia, incluyendo la programación, el seguimiento, la admisión de becarios, las asociaciones, el trabajo de secretaría, el mantenimiento de la base de datos, la gestión del sitio web, aprobación de subvenciones, recaudación de fondos, etc. La Junta aprueba las políticas y las orientaciones estratégicas de la Academia y ayuda al Presidente en la gestión de las relaciones, la interacción con las asociaciones, la comunicación con las partes interesadas y el público, etc. 4
Los Directivos son responsables de la integridad y la ética de todas las actividades de la Academia, del cumplimiento de sus obligaciones estatutarias, del mantenimiento de registros adecuados de los miembros y de las operaciones, de la producción de estados financieros auditados a tiempo, etc. Encargan y autorizan la financiación de evaluaciones independientes del rendimiento de la Academia cada cinco años. Si bien ejercen la supervisión de todas las actividades de la Academia, delegan su autoridad en el Presidente y en el Comité Ejecutivo para la gestión diaria, aunque pueden ser llamados a asistirlos, por ejemplo, para presidir o participar en comités de la Junta, subcomités, etc.
El Presidente
El Presidente es nombrado por la Junta Directiva. Preside la Junta y ejerce el liderazgo al visualizar el futuro de la organización y -con la ayuda colegiada de otros Directivos y la orientación del Consejo- ayuda a definir las estrategias y políticas que contribuyen a convertir la visión en realidad. Juntos, el Presidente y los demás miembros de la Junta aprueban la creación de comités y subcomités de la Junta; representan a la Academia ante las asociaciones, otras organizaciones y el público.
El Tesorero
Aunque toda la Junta Directiva comparte la responsabilidad de una gestión y supervisión financiera sólida y responsable, el Tesorero se encarga de la gestión diaria de los asuntos financieros de la Academia, incluyendo la elaboración del presupuesto y la contabilidad, la aprobación y el control de los gastos, la interacción con los auditores, la gestión de la tesorería, las inversiones, etc.
El Secretario General
El Secretario General se encarga de la administración general de la Academia, incluyendo el cumplimiento de su Constitución, los estatutos y las normas de caridad; el mantenimiento de los registros de los miembros y de las operaciones; la gestión oportuna y receptiva del sitio web; la planificación y gestión de las reuniones de la Junta, las Reuniones Generales y Especiales; la comunicación efectiva entre la Junta, el Consejo Asesor y los socios, etc. La Junta Directiva cuenta con los servicios de apoyo de una Secretaría que depende del Secretario General.
El Consejo
Aunque el Consejo reúne una amplia gama de habilidades y capacidades, no se espera que maneje sin apoyo todas las tareas de supervisión ni que domine todos los temas de su competencia. Aprovecha la energía y la experiencia de los diversos y dinámicos integrantes del Consejo para proporcionar asesoramiento estratégico y experto en todos los aspectos del trabajo de la Academia. El Consejo informa a la Junta Directiva a través del Comité Ejecutivo. Los integrantes del Consejo actúan a título personal y no como representantes de sus organizaciones. Ellos solicitan, motivan, guían y asesoran a los Socios y a los grupos de Socios en el diseño, la preparación y la implementación de sus iniciativas y en la formación de los hubs.
Utilizando su experiencia, compromiso y conexiones, los miembros del Consejo pueden:
- • Actuar como una caja de resonancia independiente para el Presidente y los Directivos en áreas temáticas y científicas específicas
- • Fomentar el debate sobre las orientaciones de la política de evaluación, incluida la profesionalización
- • Poner en contacto a la Academia con los centros de excelencia de las ciencias físicas, naturales y sociales
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- • Ofrecer asesoramiento estratégico con respecto a las nuevas fronteras de la evaluación, por ejemplo, Big Data, conceptos de complejidad, ciencia de datos y modelización informática para la evaluación, etc.
- • Identificar oportunidades para las actividades de la Academia que mejoren el apoyo a los evaluadores jóvenes y emergentes
- • Apoyar la recaudación de fondos para las iniciativas de alta prioridad de la Academia
- • Ayudar en las campañas de promoción de la evaluación
- • Revisar las propuestas de subvención antes de la aprobación de la Junta Directiva
Núcleos
La Junta Directiva fomenta la creación de núcleos (hubs) dentro de las iniciativas que están en consonancia con el propósito y los valores de la Academia. La Junta también puede establecer núcleos de organizaciones en todas las iniciativas para responder eficazmente a las prioridades y preocupaciones globales, regionales y nacionales, y ayudar en la recaudación de fondos para apoyar el trabajo de la Academia.
Por ejemplo, podría crearse un centro para abordar la evaluación del cambio climático en los pequeños países insulares del Pacífico. Esto podría implicar varias actividades que abarcaran actividades como la investigación, la promoción y la evaluación transformacional, y complementaría y apoyaría las iniciativas de evaluación que ya están en marcha, por ejemplo, la iniciativa de evaluación climática regional de las islas del Pacífico.
Del mismo modo, podrían crearse centros temáticos globales para centrarse en “problemas sin pasaporte” como la proliferación nuclear, la pérdida de biodiversidad, la contaminación de los océanos, el tráfico de personas, la esclavitud moderna, los refugiados, etc. Del mismo modo, el apoyo a los evaluadores jóvenes y emergentes podría funcionar a través de iniciativas relacionadas con la educación, la formación y la profesionalización.
Amigos de la Academia
A diferencia de las Organizaciones Voluntarias de Evaluadores Profesionales (VOPE), la AcIE no se sostiene económicamente con las cuotas de sus miembros. Aunque se pide a los socios que estén en condiciones de hacerlo que realicen donaciones, la Academia se apoyará en los Amigos de la Academia, una red de donantes que reconocen que la evaluación es un bien público y un instrumento clave de la gobernanza democrática y la responsabilidad social de las empresas. Entre ellos se encuentran fundaciones, organizaciones internacionales, organismos gubernamentales, empresas privadas y particulares que comparten la visión de una comunidad de evaluación fuerte y vibrante, que opere más allá de las fronteras y se dedique a un mundo en el que los gobiernos, las empresas privadas y las organizaciones de la sociedad civil rindan cuentas a los ciudadanos y aprendan de la experiencia para lograr un mundo en el que prevalezcan la paz, la justicia y el respeto a la naturaleza y en el que el desarrollo beneficie a todos.
Pequeñas subvenciones
Las actividades de la Academia son impulsadas por voluntarios. Sin embargo, en algunos casos, puede ser necesario sufragar gastos modestos. Para que ésto no impida la realización de intervenciones prioritarias, la Academia concede pequeñas subvenciones (normalmente de US$10.000 o menos) para apoyar el diseño, la incubación y/o la realización de actividades prioritarias que apoyen los objetivos y las prioridades de la 6
Academia. Los solicitantes de las subvenciones se comprometen a actuar de forma ética, a informar sobre los resultados y a extraer lecciones al finalizar el proyecto. Cada solicitud de subvención está sujeta a una revisión por pares bajo los auspicios del Consejo y a la aprobación de la Junta Directiva por un subcomité de revisión de pequeñas subvenciones.
El Comité Organizador Interino
6 de noviembre de 2020
Traducción de César Alberto Guerrero
Zain Haideri, Pakistan Evaluation Association Hur Hassnain, Pakistan Evaluation Association
بورڈ سے 6 نومبر 2020 کو منظور شدہ
بین الاقوامی تشخیص اکیڈمی کی طرف (آئی ای اے سی)
مجوزہ حکومت
تعارف:
یہ نوٹ بین الاقوامی تشخیص اکیڈمی (آئی ای اے سی) کے حکمرانی کے منصوبے کو آگے بڑھانے کےلیے قائم کیا گیا ہے۔ اس کو عبوری آرگنائزنگ کمیٹی نے بورڈ ممبروں کے مابین مباحثے اور اتفاق رائے پیدا کرنے کے لئے تیار کیا ہے۔ اس کے مندرجات اگلے اقدامات سے آگاہ کریں گے ، جس میں مجوزہ اکیڈمی کےآئین ، ضمنی قوانین ، کونسل ممبروں کی بھرتی ، ویب سائٹ کا ڈیزائن وغیرہ شامل ہیں۔
مقصد اور اقدار
اکیڈمی تشخیصی تبدیلی ، تخلیقی صلاحیتوں ، جدت طرازی ، اور فضیلت کے لئے وقف ہے۔ اس میں ایجنڈا 2030 ، پائیدار ترقیاتی اہداف ، اور پیرس معاہدے کے وژن کو قبول کیا گیا ہے ، اور بین النسلی ، قدر سے چلنے والی تشخیص کو عالمی انصاف اور معاشرتی ، معاشی ، اور ماحولیاتی استحکام کے فروغ میں ایک بااثر کردار ادا کرنے کی نیت رکھی گئ ہے۔
اس کے لیے ، اکیڈمی تشخیص کے مختلف طریقوں ، ماڈل اور طریقوں کےایک وسیع احاطہ کو اپناتی ہے۔ یہ اپنے تمام کاموں میں سبسڈیریٹی اصول کا احترام کرتی ہے۔ اس کے ساتھ مقامی ، قومی ، علاقائی اور عالمی سطح پر رضاکاروں کی توانائیاں اور صلاحیتیں متحرک کریں۔ متنوع موضوعاتی ترجیحات سے نمٹنے کے لئے سیکھنے والی جماعتوں کو منظم کرتا ہے اور سرحدوں ، تادیبی حدود ، اور معاشرے کے تمام شعبوں ، عوامی ، نجی ، اور سول سوسائٹی کے پارٹنرز تک پہنچ بھی ہے۔
فیلوز
اکیڈمی فیلوز میں نامور تشخیص کاراور انتہائی تجربہ کار مفکرین ، ، درمیانی کیریئر کے پریکٹیشنرز ، اور ابھرتے ہوئے نوجوان تجزیہ کار شامل ہیں۔ وہ اکیڈمی کی زندگی اور خون ہیں۔ ایک ٹرسٹی کی زیرصدارت ایک ذیلی کمیٹی ، تمام فیلوشپ درخواستوں کو منظور کرتی ہے اور یہ یقینی بناتی ہے کہ فیلوز اکیڈمی سے اپنے وعدے پورے کریں۔
فیلوز کو اکیڈمی میں داخلہ دلوانا ، اور اچھے مقام پر برقرار رہنے کے ساتھ ساتھ ، (آئی ای اے سی)کے ساتھی عہدہ کو استعمال کرنے اور اکیڈمی کی چھوٹی گرانٹ کے لئے درخواست دینے کے لئے صرف ایک ہی معیار ہیں: (i) تشخیصی سرگرمیوں میں اہم شمولیت – تحقیق ، مشق ، انتظام ، کمیشننگ ، وغیرہ۔ (ii) اکیڈمی اقدار اور اصولوں سے وابستگی؛ اور (iii) تشخیص کی برتری ، وکالت ، اور معاشرتی مطابقت میں شراکت کرنے کی خواہش اور صلاحیت۔
ایسے فیلو جو بورڈ کے منظور شدہ رہنما اصولوں اور عمل کے مطابق عمل کے بعد اکیڈمی میں وقت کے ساتھ اہم شراکت نہیں کرتے ہیں ، اور / یا تنظیم کو بدنام کرتے ہیں۔ بورڈ کی منظوری شدہ رہنما اصولوں اور عمل کے مطابق مناسب عمل کے بعد ، اکیڈمی کے ساتھی عہدہ سے محروم ہوسکتے ہیں۔
گورننس کی بڑی خصوصیات
بین الاقوامی تشخیص اکیڈمی (آئی ای اے سی) کو برطانیہ میں چیریٹی انکارپوریٹڈ آرگنائزیشن (سی آئی او) کے طور پر قائم کیا جانا ہے۔ کونسل کی مدد اور رہنمائی کے ساتھ ، بورڈ آف ٹرسٹی کے ذریعہ اس کا ملکیت اور انتظام ہوگا۔ بورڈ اور کونسل کے ممبروں کو عام طور پر چار سالہ (قابل تجدید) شرائط کے لئے مقرر کیا جائے گا ، سوائے اس کے کہ پہلے بورڈ اور کونسل کے لئے ، انفرادی ممبروں کی خدمات کی شرائط کو یکساں طور پر پھیلایا جاٰئۓ گا۔
بزنس ماڈل
ایک غیر مرکوز ، اجتماعی نظم و نسق اکیڈمی کی سرگرمیوں کی خصوصیات ہے۔ بورڈ کی نگرانی اور کونسل کی معاونت کے تحت ، اکیڈمی فیلوز کو مندرجہ ذیل سرگرمی کلسٹروں کے اندر یا اس کے اطراف میں آنے والے اقدامات کو شروع کرنے ، ڈیزائن کرنے اور ان پر عمل درآمد کے لئے مل کر کام کرنے کی حمایت کرتی ہے۔
- تشخیص تحقیق: تشخیص گورننس ، انتظامیہ ، ماڈل ، طریق کار ، اور طریق کار پر تحقیق۔ سائنس پر مبنی تشخیصی اقدامات (جیسے پیچیدگی ، نظام سوچ ، نقشہ سازی وغیرہ)۔
- تشخیص کی وکالت: تشخیص کی پالیسیوں کو فروغ دینا۔ سول سوسائٹی گروپوں کے ساتھ شمولیت۔ کارپوریٹ سماجی ذمہ داری پر مبنی تشخیص کی حوصلہ افزائی؛ وغیرہ
- تشخیص کی تعلیم: دنیا بھر کی یونیورسٹیوں ، خاص طور پر عالمی جنوب میں اعلی معیار کے درجے کی جانچ کی تعلیم کو فروغ دینا
- تشخیص کی تربیت: جدید تشخیص فرنٹیئرز ، انفارمیشن ٹکنالوجی ، مصنوعی ذہانت ، بگ ڈیٹا ، وغیرہ پر مرکوز جدید تربیتی منصوبوں کا انکیوبیشن۔
- تشخیص پیشہ ورانہ عمل: رہنمائی اصولوں کی باہمی شناخت۔ پیشہ ورانہ اخلاقیات؛ قابلیت کے فریم ورک؛ رہنمائی اور پیشہ ورانہ ترقی؛ نوجوان اور ابھرتے ہوئے تجزیہ کاروں کے اقدامات کی حمایت؛ انعامات اور ایوارڈز وغیرہ۔
- تبدیلی کی تشخیص: تشخیص براٰۓ تبدیلی کا فروغ، معاشرتی اور ماحولیاتی طور پر پائیدار ترقی ، Blue Marble تشخیص ، وغیرہ کو فروغ دینا۔
- سرحدوں کے بغیر تشخیص کار: بین الاقوامی تشخیص کے تبادلے کو فروغ دینا؛ تشخیصی ثقافتوں میں موثر مواصلات میں شراکت؛ دیسی تشخیصی آوازوں کا اضافہ۔ وغیرہ
- ماہر کی تشخیص کی خدمات: آزاد کمیشن ، ورکشاپس ، گول میزیں ، اور اہم عوامی پالیسیوں اور پروگراموں کی تشخیص کے ساتھ مختص ماہرین کی میٹنگز کا قیام؛ اکیڈمی کی ہدایت میں تشخیص براٰۓ تبدیلی کا آغاز ؛ عوامی ، نجی ، اور رضاکارانہ شعبے میں تشخیص کی صداقت ، معیار اور معاشرتی افادیت کو بہتر بنانے کے لئے آزاد ، معروضی تشخیصی مشورے کی فراہمی۔
بورڈ کے ممبران کونسل کے جائزے کے بعد فیلوز (یا فیلوز کے گروپ) کے زیر اہتمام اور کئے گئے پروگراموں کی منظوری اور نگرانی فراہم کرتے ہیں تاکہ یہ یقینی بنایا جاسکے کہ وہ مذکورہ بالا آٹھ سرگرمیوں کے کلسٹروں میں سے ایک یا زیادہ سے زیادہ کے لئے ذمہ دارانہ کام فراہم کریں ۔ بورڈ ممبران اکیڈمی کی تمام سرگرمیوں پر نظر رکھنے کے لئے ذرائع بھی مرتب کرتے ہیں۔ اپنی مستعدی ذمہ داریوں کو نبھانے کے لئے بورڈ ممبران کونسل کے ممبروں کے خیالات کا پورا حساب لیتے ہیں۔ اپنے تمام کاموں میں ، اکیڈمی تشخیصی انجمنوں ، نیٹ ورکس ، بین الاقوامی اداروں ، سول سوسائٹی کی تنظیموں اور شراکت داروں سے وابستہ سبسڈیٹی کے اصول کو پوری طرح سے مشاہدہ کرتی ہے۔
شراکت دار
اکیڈمی ہم خیال تنظیموں کے ساتھ شراکت میں مشغول ہے ، جس میں تشخیص سوسائٹی اور نیٹ ورکس ، یونیورسٹیاں ، تحقیقی ادارے ، تھنک ٹینک ، سول سوسائٹی کی تنظیمیں ، مخیر فاؤنڈیشنز اور نجی فرمیں شامل ہیں۔ اس طرح کی دوطرفہ یا کثیر الجہتی شراکت داری بورڈ کی توثیق کے ذریعہ بیان کی گئی ہے۔
شراکت داری مختلف شکلیں لیتی ہے ، جیسے۔ عالمی تشخیص ایجنڈا کے اہداف کے حصول کے اتحاد ،وکالت کی مہم؛ پائلٹ مداخلت کا فروغ، تشخیص تحقیق ، تعلیم یا تربیتی پروگراموں کی مشترکہ کفالت، سیکھنے والی جماعتوں کا مشترکہ آپریشن، رہنمائی اور پیشہ ورانہ ترقیاتی اسکیمیں، فنڈ اکٹھا کرنے کے اقدامات؛ معاشرتی اصلاحات کی تحریکوں تک رسائی؛ وغیرہ۔
بورڈ
بورڈ آف ٹرسٹیز صدر کی زیر صدارت ہوتا ہے۔ اکیڈمی کا یومیہ انتظام بورڈ کی ایگزیکٹو کمیٹی کے سپرد کیا جاتا ہے ، جس میں صدر ، سیکرٹری جنرل ، خزانچی اور بورڈ کے ساتھ معاہدے میں منتخب ہونے والے دیگر ٹرسٹیز شامل ہوتے ہیں۔ ٹرسٹی اپنی ذاتی اہلیت میں خدمت کرتے ہیں نہ کہ ان کی تنظیموں کے نمائندوں کی حیثیت سے۔ وہ صدر اور ایگزیکٹو کمیٹی کی اکیڈمی کے انتظام ، اس کے کام کی نگرانی ، اور اس کے عمل اور سرگرمیوں کی تاثیر کا اندازہ کرنے میں مدد کرتے ہیں۔ مہارت ، تجربہ ، اور کاروباری صلاحیت کے ساتھ ساتھ مفادات کی نمائندگی کرنے اور دنیا بھر میں تجزیہ کاروں کی امنگوں کو پورا کرنے کا عزم بورڈ کے ممبروں کی مطلوبہ صلاحیتوں میں شامل ہیں۔
ٹرسٹیوں کے مابین کوئی قانونی تفریق نہیں ہے۔ وہ ایک جیسے اجتماعی فرائض اور ذمہ داریاں بانٹتے ہیں۔ ٹرسٹیز کو اکیڈمی کے کام کے تمام پہلوؤں پر مستقل طور پر مستعدی اور قابو کرنے کی ذمہ داری دی گئی ہے ، جس میں پروگرامنگ ، مانیٹرنگ ، فیلوز کا داخلہ ، شراکت داری ، سیکریٹریٹ کا کام ، ڈیٹا بیس مینٹیننس ، ویب سائٹ مینجمنٹ ، گرانٹ کی منظوری ، فنڈ اکٹھا کرنا ، وغیرہ شامل ہیں۔ بورڈ اسٹریٹجک سمتوں اور رشتہ داری کے انتظام ، شراکت داروں کے ساتھ تعامل ، اسٹیک ہولڈرز اور عوام کے ساتھ رابطے وغیرہ میں صدر کی مدد کرتا ہے۔
ٹرسٹی اکیڈمی کی تمام سرگرمیوں کی سالمیت اور اخلاقیات ، اس کی قانونی ذمہ داریوں کی تکمیل ، مناسب ممبرشپ اور آپریشنل ریکارڈ کی بحالی ، بروقت آڈٹ شدہ مالی بیانات کی تیاری وغیرہ کے لئے جوابدہ ہیں۔ وہ ہر پانچ سال بعد اکیڈمی کی کارکردگی کی آزادانہ تشخیص کے لئے مالی اعانت کمیشن اور اختیار دیتے ہیں ۔اگرچہ وہ اکیڈمی کی تمام سرگرمیوں پر نگرانی کرتے ہیں ، وہ اپنا اختیار صدر اور ایگزیکٹو کمیٹی کو یومیہ انتظام کے لئے دیتے ہیں ، حالانکہ ان سے ان کی مدد کرنے کا مطالبہ کیا جاسکتا ہے ، جیسے بورڈ کمیٹیوں ، سب کمیٹیوں ، وغیرہ کی سربراہی یا حصہ لینے کے لئے۔
صدر
صدر بورڈ کا مقرر کردہ ہوتا ہے۔ وہ بورڈ کی سربراہی کرتی/کرتا ہے اور تنظیم کے مستقبل کا تصور کرتے ہوئے اور بورڈ کے دیگر ممبروں کی اجتماعی مدد اور کونسل کی رہنمائی سے حکمت عملیوں اور پالیسیوں کی تشکیل میں مدد کرتی/کرتا ہے جو وژن کو حقیقت میں بدلنے میں معاون ہیں۔ صدر اور بورڈ کے دیگر ممبران نے مل کر بورڈ کمیٹیوں اور ذیلی کمیٹیوں کے قیام کی منظوری دی تاکہ اکیڈمی کی نمائندگی کے لئے شراکت داروں ، دیگر تنظیموں اور عوام کی نمائندگی کر سکیں۔
خزانچی
اگرچہ پورا بورڈ ٹھیک اور قابل احتساب مالی انتظام اور نگرانی کی ذمہ داری عائد کرتا ہے ، لیکن خزانچی پر اکیڈمی کے مالی امور کی یومیہ انتظام ، جس میں بجٹ اور اکاؤنٹنگ ، اخراجات کی منظوری اور نگرانی ، آڈیٹرز کے ساتھ بات چیت ، نقد بہاؤ کے انتظام ، سرمایہ کاری ، وغیرہ شامل ہیں ۔
سیکرٹری جنرل
سکریٹری جنرل پر مجموعی طور پر اکیڈمی انتظامیہ کی ذمہ داری عائد ہوتی ہے جس میں اس کے آئین ، پابندیوں اور خیراتی ضوابط کی تعمیل بھی شامل ہے۔ رکنیت اور آپریشنل ریکارڈوں کی بحالی؛ بروقت اور ذمہ دار ویب سائٹ مینجمنٹ؛ بورڈ میٹنگز ، عمومی اور خصوصی میٹنگوں کی منصوبہ بندی اور انتظام؛ بورڈ ، مشاورتی کونسل اور فیلو کے مابین موثر رابطے۔ وغیرہ۔ بورڈ سیکرٹری جنرل کو اطلاع دینے والے سیکرٹریٹ سے معاون خدمات حاصل کرتا ہے۔
کونسل
اگرچہ بورڈ وسیع پیمانے پر مہارت اور صلاحیتوں کو ایک ساتھ لے کر آیا ہے ، توقع نہیں کی جاتی ہے کہ وہ نگرانی کے تمام کاموں کی حمایت کیے بغیر ہی کام کرے گا یا اپنے مضمون میں تمام موضوعات پر عبور حاصل کرے گا۔ اکیڈمی کے کام کے تمام پہلوؤں کے لئے اسٹریٹجک اور ماہر مشورے کی فراہمی کے لئے متنوع اور متحرک کونسل کی رکنیت کی توانائی اور مہارت رکھنے والے لوگوں کو ٹیپ کرتا ہے۔ ایگزیکٹو کمیٹی کے ذریعہ کونسل بورڈ کو رپورٹ کرتی ہے۔
کونسل ممبران اپنی ذاتی اہلیت میں خدمت کرتے ہیں نہ کہ ان کی تنظیموں کے نمائندوں کی حیثیت سے۔ وہ فیلوز اور فیلوز کے گروپوں کو ان کے اقدامات کے ڈیزائن ، تیاری ، اور عمل درآمد اور مرکز کی تشکیل میں مشورہ دیتے ہیں۔
اپنی مہارت ، عزم اور روابط کا استعمال کرتے ہوئے ، کونسل کے ممبران:
- مخصوص موضوعاتی اور سائنسی شعبوں میں چیئرپرسن اور ٹرسٹیوں کے لئے بطور آزاد آواز کے طور پر کام کریں
- پیشہ ورانہ مہارت سمیت تشخیص کی پالیسی کی سمت کے بارے میں بحث کی حوصلہ افزائی کریں
- جسمانی ، قدرتی ، اور معاشرتی علوم کے مراکز کے ساتھ اکیڈمی کو مربوط کریں
- نئی تشخیصی فرنٹیئرز کے سلسلے میں اسٹریٹجک مشورے پیش کریں ، جیسے۔ بڑے اعداد و شمار ، پیچیدگی کے تصورات (complexity)، ڈیٹا سائنس اور تشخیص کے لئے کمپیوٹر ماڈلنگ وغیرہ۔
- اکیڈمی سرگرمیوں کے مواقع کی نشاندہی کریں جو نوجوان اور ابھرتے ہوئے تجزیہ کاروں کے تعاون میں اضافہ کرتے ہیں
- اعلی ترجیحی اکیڈمی اقدامات کے لئے فنڈ ریزنگ کی حمایت کریں
- تشخیص وکالت مہموں میں مدد کریں
- بورڈ کی منظوری سے قبل گرانٹ کی تجاویز کا جائزہ لیں
مرکز
اکیڈمی کے مقصد اور اقدار کو مدنظر رکھتے ہوئے بورڈ ان اقدامات کے تحت مرکز کے قیام کی حوصلہ افزائی کرتا ہے۔ بورڈ عالمی ، علاقائی اور قومی ترجیحات اور خدشات کا موثر انداز میں جواب دینے اور اکیڈمی کے کام کی حمایت کرنے کے لئے فنڈ اکٹھا کرنے میں معاونت کے اقدامات کے لئے مرکز تنظیمیں بھی تشکیل دے سکتا ہے۔
مثال کے طور پر ، بحر الکاہل کے چھوٹے جزیرے والے ممالک میں آب و ہوا کی تبدیلی کی تشخیص کے لئے ایک مرکز قائم کیا جاسکتا ہے۔ اس میں مختلف سرگرمیاں شامل ہوسکتی ہیں جیسے تحقیق ، وکالت ، اور تبدیلی کی تشخیص جیسی سرگرمیاں اور اس میں پہلے سے جاری تشخیصی اقدامات کی تکمیل اور حمایت کی جاسکتی ہے ، جیسے کے ‘بحر الکاہل کے علاقائی آب و ہوا کی تشخیص ‘ کا پہل۔
اسی طرح ، عالمی موضوعاتی مرکز ایسے ‘پاسپورٹ کے بغیر مسائل‘ پر توجہ دینے کے لئے بنائے جاسکتے ہیں جیسے جوہری پھیلاؤ ، biodiversity میں کمی ، سمندری آلودگی ، انسانی سمگلنگ ، جدید غلامی ، مہاجرین وغیرہ۔ یکساں طور پر ، نوجوانوں اور ابھرتے ہوئے تجزیہ کاروں کی حمایت ممکن اقدامات میں کام کر سکتی ہے خاص طور پر تعلیم ، تربیت ، اور پیشہ ورانہ مہارت کے حوالہ سے ۔
اکیڈمی کے دوست
پیشہ ورانہ تشخیص کاروں (VOPEs) کی رضاکارانہ تنظیموں کے برخلاف ، آئی ای سی رکنیت کی فیس کے ذریعہ مالی طور پر برقرار نہیں رہتا ہے۔ اگرچہ ایسے فیلوز جو ایسا کرنے کی پوزیشن میں ہیں ان سے عطیہ کرنے کو کہا گیا ہے ، لیکن اکیڈمی کے دوستوں پر انحصار کرے گی ، ان عطیہ دہندگان کا نیٹ ورک پر جو اس کو عوامی تشہیر اور جمہوری حکمرانی اور کارپوریٹ سماجی ذمہ داری کا ایک کلیدی ذریعہ سمجھتے ہیں ۔ ان میں بنیادیں ، بین الاقوامی تنظیمیں ، سرکاری ادارے ، نجی کارپوریشنز اور افراد شامل ہیں جو ایک مضبوط اور متحرک وژن والے معاشرے کے نظریہ کے حامی ہیں ، سرحدوں کے پار کام کرتے ہیں اور ایک ایسی دنیا کے لئے وقف ہیں جہاں حکومتیں ، نجی کارپوریشنز اور سول سوسائٹی کی تنظیمیں شہریوں کے سامنے جوابدہ ہیں اور ان سے سیکھتی ہیں۔ ایک ایسی دنیا کو حاصل کرنے کا تجربہ جہاں امن ، انصاف اور فطرت کے لئے احترام غالب ہو اور جہاں ترقی سب کو فائدہ پہنچائے۔
چھوٹی گرانٹ
اکیڈمی کی سرگرمیاں رضاکارانہ طور پر چلتی ہیں۔ تاہم ، کچھ معاملات میں ، معمولی اخراجات کو مائع کرنا پڑ سکتا ہے۔ اس بات کا یقین کرنے کے لئے کہ یہ ترجیحی مداخلتوں کے نفاذ کو روکتا نہیں ہے ، اکیڈمی چھوٹی گرانٹ (عام طور پر $10،000 یا اس سے کم) فراہم کرتی ہے تاکہ اکیڈمی کے اہداف اور ترجیحات کی تائید کرنے والی ترجیحی سرگرمیوں کے ڈیزائن ، انکیوبیشن ، اور / یا ان کے نفاذ کی حمایت کی جاسکے۔ گرانٹ درخواست دہندگان اخلاقی طور پر برتاؤ ، نتائج کے بارے میں اطلاع دینے اور منصوبے کی تکمیل کے وقت اسباق تیار کرنے کا وعدہ کرنا ہوگا۔ ہر گرانٹ کی درخواست کونسل کے اختیار میں ہم مرتبہ جائزہ لینے اور چھوٹی گرانٹ ریویو سب کمیٹی کے ذریعہ بورڈ کی منظوری سے مشروط ہوتی ہے۔
عبوری تنظیم سازی کمیٹی
Translated by:
Sarah Ahmed, Pakistan Evaluation Association
Zain Haideri, Pakistan Evaluation Association
Hur Hassnain, Pakistan Evaluation Association