good governance for article 19 · good governance for article 19 - version 2.01, may 2018 6...

GOODGOVERNANCEFORARTICLE19AmanualofbestpracticeforBoards,Chairs,IndividualMembers,andAffiliates.DocumentName GoodGovernanceforARTICLE19DocumentOwner ChairoftheInternationalBoard(viatheInternational

GovernanceSub-CommitteeDelegatedto: DirectorofCommunicationsandInformationCreated FEBRUARY2018Published MAY2018Modified Version Englishlanguageversion2.01Purpose AmanualofbestpracticeforBoards,Chairs,Individual

Members,andAffiliatestoensuregoodpracticeingovernanceoftheorganisation.

Distribution ALLARTICLE19,Trustees,Affiliates.Access Open.Availableonarticle19.organdinternalsystems.

GOODGOVERNANCEFORARTICLE19-version2.01,May2018

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ContentsGlossaryofDefinitions 4Introduction 5PART1. PRINCIPLESOFGOODGOVERNANCEFORARTICLE19 1.OrganisationalPurpose 8 2.Leadership 9 3.Integrity 10 4.Decisionmaking,riskandcontrol 12 5.BoardEffectiveness 14 6.Diversity 16 7.Opennessandaccountability 17PART2. AGUIDETOARTICLE19GOVERNANCESTRUCTURESANDPRACTICE1. ABOUTARTICLE19INTERNATIONAL 20

1.1 Whatwedo 201.2 OurVision,MissionandCoreValues 201.3 CoreActivities 211.4 StrategicObjectivesoftheExpressionAgenda 22

2. GOVERNANCESTRUCTURE 23

2.1 GeneralAssembly 232.2 InternationalBoard 24 2.2.1 FinanceandGeneralPurposesCommittee(FGPC) 2.2.3 InternationalGovernanceCommittee

(knownastheGovernanceSub-Committee(GSC)2.3 Internationaloffice 25 2.3.1 RoleoftheExecutiveDirector2.4 Howweworktogether:Membership 26 2.4.1 Membershipcriteria 2.4.2 Aboutaffiliatemembers 2.4.3 AboutRegionalOffices 2.4.4 AboutIndividualMembers 2.4.5 Compliance2.5 TheRoleofGovernanceandManagement 28

2.5.1 GeneralAssembly,BoardandInternationalSecretariatroles

2.6 GeneralAssembly,LeadershipandRepresentation 312.6.1 AffiliateMemberrepresentationatthe

GeneralAssembly2.6.2 Extra-GeneralAssemblyCoordination2.6.3 PerformanceManagement

2.7 InternationalBoard 32


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2.7.1 PowersandfunctionsoftheBoard2.7.2 DutiesofInternationalBoardMembers2.7.3 IndividualresponsibilitiesofInternationalBoard

Members2.7.4. CodeofconductforBoardMembers2.7.5 WhocanbeontheBoard?2.7.6. ExpertiseandbalanceofBoardMembers2.7.7. Termofofficeandrotation2.7.8. Boardvacancies2.7.9. ElectionofBoardMembers2.7.10. Induction2.7.11. Boardmeetings2.7.12. QuorumforMembers’meetings2.7.13 AgendaofBoardmeetings2.7.14 DecisionmakingatBoardmeetings2.7.15 CommitteesandotherengagementbyBoard

Members2.7.16.AnnualBoardreviewandreflection2.7.17.DisqualificationandremovalofMembers2.7.18.RegisterofInterestsofBoardMembers2.7.19.Boardexpensespolicy2.7.20BoardCommittees2.7.21 AppointmentofCommitteeMembers2.7.22. Co-optedCommitteeMembers/Members2.7.23. ChairsofCommittees2.7.24 ConductofCommitteemeetings2.7.25 Conflictsofinterestandduty2.7.26 Annualreviewandreflection2.7.27 TheInternationalOffice

3. DISPUTERESOLUTION 42

3.1 GeneralPrinciplesofDisputeResolution 423.2 BoardProcessesforDisputeResolution 423.3 GeneralAssemblyProcessesforDisputeResolution 433.4 ExternalProcessesforDisputeResolution 44

PART3. LISTOFAPPENDICIES(SUPPLEMENT)

I. ArticlesofAssociationII. InternationalConstitutionIII. MemorandumofUnderstandingIV. TermsofReferenceforcommitteesV. OrganisationalvaluesVI. BoardExpensespolicy(infull)VII. AppointedMembers(2017)


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GLOSSARYOFDEFINITIONSAffiliateMembermeansanyseparatelegalentity,whichentersintoaLicenceAgreement,whichincorporatesaMemorandumofUnderstandingwithARTICLE19fortheestablishmentanddeliveryofARTICLE19Internationalprojects,programmes,strategiesandvision.ThetermmayalsoincludeRegionalOfficeswheretheyhavemetsuchcriteriadeterminedbytheInternationalBoard,whohaveenteredintoaMemorandumofUnderstandingwithARTICLE19andwhichareadmittedbytheInternationalBoardasanAffiliateMemberofARTICLE19International.AnnualGeneralAssemblyMeetingmeanstheannualmeetingoftheGeneralAssembly(GA),whichreviewstheannualaccountsandapprovestheannualreportoftheInternationalBoard.ARTICLE19meansthecharitablecompanylimitedbyguaranteeregisteredinEnglandandWales(registeredcompanynumber2097222andregisteredcharitynumber327421)whichactsasthecoordinatingbodyofARTICLE19InternationalandwhoseInternationalBoardisentrustedwithgovernanceofbothARTICLE19andARTICLE19International.ARTICLE19Internationalmeanstheinternationalassociationoforganisations,andindividualswhoagreetoadheretotheInternationalConstitutionandsupporttheaimsandmissionassetoutinthisInternationalConstitutionthroughouttheworld.ArticlesofAssociationmeanstheArticlesofAssociationofARTICLE19.ChairmeansthechairpersonoftheInternationalBoardappointedundertheArticlesofAssociation.ExecutiveDirectormeansthechiefexecutiveofARTICLE19andARTICLE19International.GeneralAssemblymeanstheassemblyestablishedbytheInternationalBoardforARTICLE19Internationalwithsuchdescriptionandwithsuchrightsandobligationsastheythinkfit,comprisingtheIndividualMembersandrepresentativesofAffiliateMembersadmittedtotheGeneralAssemblybytheInternationalBoard.InternationalConstitution:NamelythetermsuponwhichARTICLE19Internationaloperatesacrossits’variousentities.IndividualMembermeansanindividualwhoisafreedomofexpressionexpertorotherexpertandpersonofhighstandingwhoiscommittedtopromotingtheobjectsofARTICLE19andwhoisadmittedbytheInternationalBoardasanIndividualMemberofARTICLE19International.InternationalBoardmeanstheboardofMembersofARTICLE19whosemembersareappointedbytheMembersfollowingrecommendationfromtheGeneralAssemblyinaccordancewiththeArticlesofAssociationandwhichisentrustedwiththegovernanceofARTICLE19andARTICLE19International.InternationalOfficemeanstheLondon-basedandmulti-locationalsupportandmanagementstructureofARTICLE19International.


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LicenceAgreementmeansthecontractualagreementbetweenARTICLE19andAffiliateMembers(whererelevant)underwhichARTICLE19licensestheARTICLE19nameandbrand.MemorandumofUnderstandingmeanstheagreementbetweenARTICLE19andAffiliateMembersthatgovernstheresponsibilitiesandobligationsoftheAffiliateMembersandARTICLE19.RegionalOfficemeanstheregionaloffice,whichisabranchofARTICLE19InternationalincountriesorregionsthatarenotcoveredbyanAffiliateMember.Theseofficesmaybesetupeitheronatemporarybasistorespondtotheneedsofspecificprojects,ortoformthebasisfornewAffiliateMembers,inaccordancewiththerulessetoutintheInternationalConstitution.RegionalOfficesarenotMembers.MembersmeanstheMembersofARTICLE19whoaremembersoftheInternationalBoard.


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IntroductionItistheaimofthisManualistohelpARTICLE19Internationalandtheirtrusteesdevelopthesehighstandardsofgovernance.Weoweittoourbeneficiaries,stakeholdersandsupporterstodemonstrateexemplaryleadershipandgovernance.ThisManualisapracticaltooltohelptrusteesachievethis.TheManualisnotalegalorregulatoryrequirement.Itdrawsupon,thoughissubstantiallydifferentfrom,the[UK]CharityCommission’sguidance.Instead,theManualsetstheprinciplesandrecommendedpracticeforgoodgovernanceandisdeliberatelyaspirational.ThisManualisdesignedasatooltosupportcontinuousimprovement.Compliancewiththelawisanintegralpartofgoodgovernance.ThisManualdoesnotattempttosetoutallthelegalrequirementsthatapplytoARTICLE19Internationalanditstrustees,butitisbasedonafoundationoftrustees’basiclegalandregulatoryresponsibilities.AboutthismanualThismanualisdesignedtobereadintwoparts.Thefirstpartpresentsacodeofbestpracticeforgovernance.Thesecondpartisdesignedasareferenceguidetotheentities,structuresandscopeofgovernanceandmanagementinARTICLE19.InPart1oftheManualsevenprinciples*buildontheassumptionthatARTICLE19Internationalisalreadymeetingthefoundationofgoodgovernance.Eachprinciplehasabriefdescription,arationale(thereasonswhyitisimportant),keyoutcomes(whatyouwouldexpecttoseeiftheprinciplewereadopted)andrecommendedpracticeItisimportantthattrusteesdiscussManualprinciplesandrecommendedpracticeandmakewell-considereddecisionsabouthowtheseshouldbeappliedintheirnot-for-profit.AlltrusteesareencouragedtomeettheprinciplesandoutcomesoftheManualbyeitherapplyingtherecommendedpracticeorexplainingwhattheyhavedoneinsteadorwhytheyhavenotappliedit.InPart2oftheManualthefocusisontherelationshipsbetweenARTICLE19governancestructures.ThissectionisdesignedtobeareferencetoolbutalsoanevolvingdocumentthatcrystalisesbestpracticeacrossallofARTICLE19’sinternationalconstituents.Whoisthismanualfor?Thismanualhasbeenwrittenprimarilyfor:

• ARTICLE19GeneralAssemblyrepresentativesandRegionalandInternationalBoardMembers(Members).

*ThetextofPart1andtheprincipleshasbeenadaptedfromtheCharityGovernanceCode,producedbytheUKbasedGoodGovernanceSteeringGroup(https://www.charitygovernancecode.org/en).TheCodewasdevelopedwiththehelpofover200charities,individualsandrelatedorganisations.


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• MembersofnationalBoardsregardlessoftheirdesignationasaffiliatesorregionaloffices• StaffofARTICLE19’sInternationalOffice• Donors(whenrequested)• PartnersandassociatesofARTICLE19,• Governmentrepresentativesandotherinterestedpartiesonrequest.• Membersofthepublic–onrequest.

TheInternationalBoardandGeneralAssemblymembersarerecommendedtoreadthisdocumentinfull.TheInternationalBoardisresponsibleforapprovingsuggestedchangesandfinalizingthedocumentunderthedirectionofthechairoftheGovernanceSub-CommitteeandtheExecutiveDirector.TomaketheGuideasaccessibleaspossiblewehavesummarisedthelanguageofthestatutorydocumentsreferredtoinPart2,suchastheInternationalConstitutionandArticlesofAssociation.However,thelanguageofthestatutorydocumentsalwayssupersedesthelanguageofthisGuide.


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PART1PRINCIPLESOFGOODGOVERNANCEFORARTICLE19

THEPRINCIPLESPrinciple1.OrganisationalpurposeTheboardisclearaboutARTICLE19International’saimsandensuresthatthesearebeingdeliveredeffectivelyandsustainably.RationaleARTICLE19Internationalexiststofulfillacharitablepurpose.TrusteeshavearesponsibilitytounderstandtheenvironmentinwhichARTICLE19InternationalisoperatingandtoleadARTICLE19Internationalinfulfillingitspurposesaseffectivelyaspossiblewiththeresourcesavailable.Todootherwisewouldbefailingbeneficiaries,fundersandsupporters.Theboard’scoreroleisafocusonstrategy,performanceandassurance.Keyoutcomes

• TheboardhasasharedunderstandingofandcommitmenttoARTICLE19International’spurposesandcanarticulatetheseclearly.

• TheboardcandemonstratethatARTICLE19Internationaliseffectiveinachievingitscharitablepurposesandagreedoutcomes.

Recommendedpractice1.1.Determiningorganisationalpurpose

1.1.1.Theboardperiodicallyreviewstheorganisation’scharitablepurposes,andtheexternalenvironmentinwhichitworks,tomakesurethatARTICLE19International,anditspurposes,stayrelevantandvalid.1.1.2.Theboardleadsthedevelopmentof,andagrees,astrategythataimstoachievetheorganisation’spurposesandisclearaboutthedesiredoutputs,outcomesandimpacts.

1.2Achievingthepurpose

1.2.1.AlltrusteescanexplainARTICLE19International’spublicbenefit.1.2.2.TheboardevaluatesARTICLE19International’simpactbymeasuringandassessingresults,outputsandoutcomes.

1.3Analysingtheexternalenvironmentandplanningforsustainability

1.2.1.Theboardregularlyreviewsthesustainabilityofitsincomesourcesandbusinessmodelsandtheirimpactonachievingourpurposesintheshort,mediumandlongerterm.


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1.5.2.Trusteesconsiderthebenefitsandrisksofpartnershipworking,mergerordissolutionifotherorganisationsarefulfillingsimilarpurposesmoreeffectivelyand/orifARTICLE19International’sviabilityisuncertain.1.5.3.Theboardrecognisesitsbroaderresponsibilitiestowardscommunities,stakeholders,widersocietyandtheenvironment,andactsontheminamannerconsistentwithARTICLE19International’spurposes,valuesandavailableresources.

Principle2.LeadershipWeareledbyaneffectiveboard,whichprovidesstrategicleadershipinlinewithARTICLE19International’saimsandvalues.RationaleStrongandeffectiveleadershiphelpsARTICLE19Internationaladoptanappropriatestrategyforeffectivelydeliveringitsaims.ItalsosetsthetoneforARTICLE19International,includingitsvision,valuesandreputation.Keyoutcomes

• Theboard,asawhole,andtrusteesindividually,acceptcollectiveresponsibilityforensuringthatARTICLE19Internationalhasaclearandrelevantsetofaimsandanappropriatestrategyforachievingthem.

• TheboardagreesARTICLE19International’svision,valuesandreputationandleadsbyexample,requiringanyonerepresentingARTICLE19Internationalreflectsitsvaluespositively.

• TheboardmakessurethatARTICLE19International’svaluesarereflectedinallofitswork,andthattheethosandcultureoftheorganisationunderpinthedeliveryofallactivities.

Recommendedpractice2.1LeadingARTICLE19International

2.1.1.Theboardandindividualtrusteestakecollectiveresponsibilityforitsdecisions.2.1.2.Thechairprovidesleadershiptotheboardwithprimeresponsibilityforensuringithasagreedpriorities,appropriatestructures,processesandaproductivecultureandhastrusteesandseniorstaffwhoareabletogovernwellandaddvaluetoARTICLE19International.2.1.3.Inthecaseofthemostseniormemberofstaff(e.g.CEO)theboardmakessurethatthereareproperarrangementsfortheirappointment,supervision,support,appraisal,remunerationand,ifnecessary,dismissal.2.1.4.Theboard’sfunctionsareformallyrecorded.Thereareroledescriptionsdefiningresponsibilitiesforalltrusteesthatdifferentiateclearlythoseofthechairandotherofficerpositionsandoutlinehowtheserolesrelatetostaff.


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2.1.5.Wheretheboardhasagreedtoestablishaformallyconstitutedsubsidiaryorganisation,itisclearabouttherationale,benefitsandrisksofthesearrangements.Theformalrelationshipbetweentheparentcharityandeachofitssubsidiariesisclearlyrecordedandtheparentreviews,atappropriateintervals,whetherthesearrangementscontinuetobestservetheorganisation’scharitablepurposes.

2.2.Leadingbyexample

2.2.1.Theboardagreesthevalues,consistentwithARTICLE19International’spurpose,thatitwishestopromoteandmakessurethatthesevaluesunderpinallitsdecisionsandARTICLE19International’sactivities(seealsoPrinciple1).2.2.2.Theboardrecognises,respectsandwelcomesdiverse,differentand,attimes,conflictingtrusteeviews.2.2.3.TheboardprovidesoversightanddirectiontoARTICLE19Internationalandsupportandconstructivechallengetotheorganisation,itsstaffand,inparticular,themostseniormemberofstaff.2.2.4.Theboard,throughitsrelationshipwiththeseniormemberofstaff,createstheconditionsinwhichARTICLE19International’sstaffareconfidentandenabledtoprovidetheinformation,adviceandfeedbacknecessarytotheboard.

2.3Commitment

2.3.1.AlltrusteesgivesufficienttimetoARTICLE19Internationaltocarryouttheirresponsibilitieseffectively.Thisincludespreparingformeetingsandsittingonboardcommitteesandothergovernancebodieswhereneeded.Theexpectedtimecommitmentismadecleartotrusteesbeforenominationorappointmentandagainonacceptanceofnominationorappointment.2.3.2.Whereindividualboardmembersarealsoinvolvedinoperationalactivities,forexampleasvolunteers,theyareclearaboutthecapacityinwhichtheyareactingatanygiventimeandunderstandwhattheyareandarenotauthorisedtodoandtowhomtheyreport.

Principle3.IntegrityTheboardactswithintegrity,adoptingvaluesandcreatingaculture,whichhelpsachievetheorganisation’scharitablepurposes.Theboardisawareoftheimportanceofthepublic’sconfidenceandtrustinARTICLE19International,andtrusteesundertaketheirdutiesaccordingly.RationaleTrustees,andtheboardmemberscollectively,haveultimateresponsibilityforARTICLE19International’sfundsandassets,includingitsreputation.Trusteesshouldmaintaintherespectofbeneficiaries,other


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stakeholdersandthepublicbybehavingwithintegrity,evenwheredifficultorunpopulardecisionsarerequired.NotdoingthisrisksbringingARTICLE19Internationalanditsworkintodisrepute.Keyoutcomes

• TheboardactsinthebestinterestsofARTICLE19Internationalanditsbeneficiaries.Theboardisnotundulyinfluencedbythosewhomayhavespecialinterests,andplacestheinterestsofARTICLE19Internationalbeforeanypersonalinterest.Thisapplieswhethertrusteesareelected,nominated,orappointed.Collectively,theboardisindependentinitsdecisionmaking.

• TheboardsafeguardsandpromotesARTICLE19International’sreputationand,byextension,promotespublicconfidenceinthewidersector.

• Membersoftheboardandthoseworkinginorrepresentingtheorganizationareseentobeactingwithintegrity,andinlinewiththevaluesofARTICLE19International.

Recommendedpractice3.1.MaintainingARTICLE19International’sreputation

3.1.1.Trusteesadoptandadheretoasuitablecodeofconductthatsetsoutexpectedstandardsofprobityandbehaviour.3.1.2.TheboardconsidershowARTICLE19Internationalisperceivedbyotherpeople,andorganisationsinvolvedwithARTICLE19Internationalandthepublic.ItmakessurethatARTICLE19Internationaloperatesresponsiblyandethically,inlinewithitsownaimsandvalues.3.1.3.TheboardensuresthatARTICLE19Internationalfollowsthelaw.Italsoconsidersadherencetonon-bindingrules,codesandstandards,forexamplerelevantregulatoryguidance,

the‘NolanPrinciples’†andotherinitiativesthatpromoteconfidenceinARTICLE19International.3.2.Identifying,dealingwithandrecordingconflictsofinterest/loyalty

3.2.1.Theboardunderstandshowrealandperceivedconflictsofinterestsandconflictsofloyaltycanaffectacharity’sperformanceandreputation.3.2.2.TrusteesdiscloseanyactualorpotentialconflictstotheboardanddealwiththeseinlinewithARTICLE19International’sgoverningdocument,andaregularlyreviewedconflictsofinterestpolicy.3.2.3.Registersofinterests,hospitalityandgiftsarekeptandmadeavailabletostakeholdersinlinewithARTICLE19International’sagreedpolicyondisclosure.3.2.4.Trusteeskeeptheirindependenceandtelltheboardiftheyfeelinfluencedbyanyinterestormaybeperceivedasbeinginfluencedortohavingaconflict.

†ThesevenprincipleofPublicLife-https://www.leadinggovernance.com/blog/nolan-principles-20-years


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Principle4.Decision-making,riskandcontrolTheboardmakessurethatitsdecision-makingprocessesareinformed,rigorousandtimely,andthateffectivedelegation,controlandrisk-assessment,andmanagementsystemsaresetupandmonitored.RationaleTheboardisultimatelyresponsibleforthedecisionsandactionsofARTICLE19Internationalbutitcannotandshouldnotdoeverything.TheboardmayberequiredbystatuteorARTICLE19International’sgoverningdocumenttomakecertaindecisionsbut,beyondthis,itneedstodecidewhichothermattersitwillmakedecisionsaboutandwhichitcanandwilldelegate.Trusteesdelegateauthoritybutnotultimateresponsibility,sotheboardneedstoimplementsuitablefinancialandrelatedcontrolsandreportingarrangementstomakesureitoverseesthesedelegatedmatters.Trusteesmustalsoidentifyandassessrisksandopportunitiesfortheorganisationanddecidehowbesttodealwiththem,includingassessingwhethertheyaremanageableorworthtaking.Keyoutcomes

• Theboardisclearthatitsmainfocusisonstrategy,performanceandassurance,ratherthanoperationalmatters,andreflectsthisinwhatitdelegates.

• Theboardhasasounddecision-makingandmonitoringframework,whichhelpstheorganisationdeliveritscharitablepurposes.Itisawareoftherangeoffinancialandnon-financialrisksitneedstomonitorandmanage.

• Theboardpromotesacultureofsoundmanagementofresourcesbutalsounderstandsthatbeingover-cautiousandriskaversecanitselfbeariskandhinderinnovation.

• Whereaspectsoftheboard’srolearedelegatedtocommittees,staff,volunteersorcontractors,theboardkeepsresponsibilityandoversight.

Recommendedpractice4.1.Delegationandcontrol

4.1.1.Theboardregularlyreviewswhichmattersarereservedtotheboardandwhichcanbedelegated.Itcollectivelyexercisesthepowersofdelegationtoseniormanagers,committeesorindividualtrustees,stafforvolunteers.4.1.2.Theboarddescribesits‘delegations’frameworkinadocumentwhichprovidessufficientdetailandclearboundariessothatthedelegationscanbeclearlyunderstoodandcarriedout.Systemsareinplacetomonitorandoverseehowdelegationsareexercised.4.1.3.Theboardmakessurethatitscommitteeshavesuitabletermsofreferenceandmembershipandthat:

• thetermsofreferencearereviewedregularly• thecommitteemembershipisrefreshedregularlyanddoesnotrelytoo

muchonparticularpeople.


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4.1.4.Whereacharityusesthirdpartysuppliersorservices–forexampleforfundraising,datamanagementorotherpurposes–theboardassuresitselfthatthisworkiscarriedoutintheinterestsofARTICLE19InternationalandinlinewithitsvaluesandtheagreementbetweenARTICLE19Internationalandsupplier.Theboardmakessurethatsuchagreementsareregularlyreviewedsothattheyremainappropriate.4.1.5.TheboardregularlyreviewsARTICLE19International’skeypoliciesandprocedurestoensurethattheycontinuetosupport,andareadequatefor,thedeliveryofARTICLE19International’saims.Thisincludespoliciesandproceduresdealingwithboardstrategies,functionsandresponsibilities,finances(includingreserves),serviceorqualitystandards,goodemploymentpractices,andencouragingandusingvolunteers,aswellaskeyareasofactivitysuchasfundraisinganddataprotection.

4.2.Managingandmonitoringorganisationalperformance

4.2.1.Workingwithseniormanagement,theboardensuresthatoperationalplansandbudgetsareinlinewithARTICLE19International’spurposes,agreedstrategicaimsandavailableresources.4.2.2.TheboardregularlymonitorsperformanceusingaconsistentframeworkandchecksperformanceagainstdeliveryofARTICLE19International’sstrategicaims,operationalplansandbudgets.Ithasstructuresinplacetoholdstafftoaccountandsupporttheminmeetingthesegoals.4.2.3.Theboardagreeswithseniormanagementwhatinformationisneededtoassessdeliveryagainstagreedplans,outcomesandtimescales.Informationshouldbetimely,relevant,accurateandprovidedinaneasytounderstandformat.4.2.4.Theboardregularlyconsidersinformationfromothersimilarorganisationstocompareorbenchmarktheorganisation’sperformance.

4.3Activelymanagingrisks

4.3.1.Theboardretainsoverallresponsibilityforriskmanagementanddiscussesanddecidesthelevelofriskitispreparedtoacceptforspecificandcombinedrisks.4.3.2.TheboardregularlyreviewsARTICLE19International’sspecificsignificantrisksandthecumulativeeffectoftheserisks.Itmakesplanstomitigateandmanagetheserisksappropriately.4.3.3.TheboardputsinplaceandregularlyreviewsARTICLE19International’sprocessforidentifying,prioritising,escalatingandmanagingrisksand,whereapplicable,ARTICLE19International’ssystemofinternalcontrolstomanagetheserisks.TheboardreviewstheeffectivenessofARTICLE19International’sapproachtoriskatleasteveryyear.4.3.4.TheboarddescribesARTICLE19International’sapproachtoriskinitsannualreportandinlinewithregulatoryrequirements.


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4.4Appointingauditorsandaudits

4.4.1.Theboardagreesandoverseesaneffectiveprocessforappointingandreviewingauditors,takingadvicefromanauditcommitteeifoneexists.4.4.2.WhereARTICLE19Internationalhasanauditcommittee,itschairhasrecentandrelevantfinancialexperienceandthecommitteeincludesatleasttwotrustees.4.4.3.Theboard,orauditcommittee,hastheopportunitytomeettheauditorswithoutpaidstaffpresentatleastonceayear.4.4.4.Arrangementsareinplaceforabody,suchastheauditcommittee,toconsiderconcernsraisedinconfidenceaboutallegedimproprieties,misconductorwrongdoing.Thisincludesconcernsraisedby‘whistleblowing’.Arrangementsarealsoinplaceforappropriateandindependentinvestigationandfollow-upaction.

Principle5.BoardeffectivenessTheboardworksasaneffectiveteam,usingtheappropriatebalanceofskills,experience,backgroundsandknowledgetomakeinformeddecisions.RationaleTheboardhasakeyimpactonwhetheracharitythrives.Thetonetheboardsetthroughitsleadership,behaviour,cultureandoverallperformanceiscriticaltothecharity’ssuccess.Itisimportanttohavearigorousapproachtotrusteerecruitment,performanceanddevelopment,andtotheboard’sconduct.Inaneffectiveteam,boardmembersfeelitissafetosuggest,questionandchallengeideasandaddress,ratherthanavoid,difficulttopics.Keyoutcomes

• Theboard’sculture,behavioursandprocesseshelpittobeeffective;thisincludesacceptingandresolvingchallengesordifferentviews.

• AlltrusteeshaveappropriateskillsandknowledgeofARTICLE19Internationalandcangiveenoughtimetobeeffectiveintheirrole.

• Thechairenablestheboardtoworkasaneffectiveteambydevelopingstrongworkingrelationshipsbetweenmembersoftheboardandcreatesaculturewheredifferencesareairedandresolved.

• Theboardtakesdecisionscollectivelyandconfidently.Oncedecisionsaremadetheboardunitesbehindthemandacceptsthemasbinding.

Recommendedpractice5.1.Workingasaneffectiveteam

5.1.1.Theboardmeetsasoftenasitneedstobeeffective.


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5.1.2.Thechair,workingwithboardmembersandstaff,planstheboard’sprogrammeofworkanditsmeetings,makingsuretrusteeshavethenecessaryinformation,timeandspacetoexplorekeyissuesandreachwell-considereddecisions,sothatboardtimeiswell-used.5.1.3.Theboardhasavice-chairorsimilarwhoprovidesasoundingboardforthechairandservesasanintermediaryfortheothertrusteesifneeded.5.1.4.Theboardregularlydiscussesitseffectivenessanditsabilitytoworktogetherasateam,includingindividuals’motivationsandexpectationsaboutbehaviours.Trusteestaketimetounderstandeachother’smotivationstobuildtrustwithintheboardandthechairasksforfeedbackonhowtocreateanenvironmentwheretrusteescanconstructivelychallengeeachother.5.1.5.Wheresignificantdifferencesofopinionarise,trusteestaketimetoconsidertherangeofperspectivesandexplorealternativeoutcomes,respectingalternativeviewsandthevalueofcompromiseinboarddiscussions.5.1.6.Theboardcollectivelyreceivesspecialistin-houseorexternalgovernanceadviceandsupport.Theboardcanaccessindependentprofessionaladvice,suchaslegalorfinancialadvice,atARTICLE19International’sexpenseifneededfortheboardtodischargeitsduties.

5.2..Reviewingtheboard’scomposition5.2.1.Theboardhas,andregularlyconsiders,themixofskills,knowledgeandexperienceitneedstogovern,leadanddeliverARTICLE19International’spurposeseffectively.Itreflectsthismixinitstrusteeappointments,balancingtheneedforcontinuitywiththeneedtorefreshtheboard.5.2.2.TheboardisbigenoughthatARTICLE19International’sworkcanbecarriedoutandchangestotheboard’scompositioncanbemanagedwithouttoomuchdisruption.Aboardofatleastfivebutnomorethantwelvetrusteesistypicallyconsideredgoodpractice.

5.3.Overseeingappointments

5.3.1.Thereisaformal,rigorousandtransparentproceduretoappointnewtrusteestotheboard,whichincludesadvertisingvacancieswidely.5.3.2.Thesearchfornewtrusteesiscarriedout,andappointmentsornominationsforelectionaremade,onmeritagainstobjectivecriteriaandconsideringthebenefitsofdiversityontheboard.Regularskillsauditsinformthesearchprocess.5.3.3.ARTICLE19Internationalconsidersusinganominationscommitteetoleadtheboardappointmentprocessandtomakerecommendationstotheboard.5.3.4.Trusteesareappointedforanagreedlengthoftime,subjecttoanyapplicableconstitutionalorstatutoryprovisionsrelatingtoelectionandre-election.Ifatrusteehasservedformorethannineyears,theirreappointmentis:


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• subjecttoaparticularlyrigorousreviewandtakesintoaccounttheneedforprogressiverefreshingoftheboard

• explainedinthetrustees’annualreport.5.3.5.Ifacharity’sgoverningdocumentprovidesforoneormoretrusteestobenominatedandelectedbyawidermembership,orelectedbyawidermembershipafternominationorrecommendationbytheboard,thecharitysupportsthememberstoplayaninformedroleintheseprocesses.

5.4.Developingtheboard

5.4.1.Trusteesreceiveanappropriatelyresourcedinductionwhentheyjointheboard.ThisincludesmeetingswithseniormanagementandcoversallareasofARTICLE19International’swork.Trusteesaregiventheopportunitytohaveongoinglearninganddevelopment.5.4.2.Theboardreviewsitsownperformanceandthatofindividualtrustees,includingthechair.Thishappenseveryyear,withanexternalevaluationeverythreeyears.Suchevaluationtypicallyconsiderstheboard’sbalanceofskills,experienceandknowledge,itsdiversityinthewidestsense,howtheboardworkstogetherandotherfactorsrelevanttoitseffectiveness.5.4.3.TheboardexplainshowARTICLE19Internationalreviewsorevaluatestheboardinthegovernancestatementinthetrustees’annualreport.

Principle6.DiversityTheboard’sapproachtodiversitysupportsitseffectiveness,leadershipanddecision-making.RationaleDiversity,inthewidestsense,isessentialforboardstostayinformedandresponsiveandtonavigatethefast-pacedandcomplexchangesfacingthevoluntarysector.Boardswhosetrusteeshavedifferentbackgroundsandexperiencearemorelikelytoencouragedebateandtomakebetterdecisions.Theterm‘diversity’includesthenineprotectedcharacteristicsoftheEqualityAct2010aswellasdifferentbackgrounds,lifeexperiences,careerpathsanddiversityofthought.Boardsshouldtrytorecruitpeoplewhothinkindifferentways,aswellasthosewhohavedifferentbackgrounds.Keyoutcomes

• Theboardismoreeffectiveifitincludesavarietyofperspectives,experiencesandskills.• TheboardensuresthatARTICLE19Internationalfollowsprinciplesofequalityanddiversity,

goingbeyondthelegalminimumwhereappropriate.Recommendedpractice6.1.Encouraginginclusiveandaccessibleparticipation

6.1.1Theboardperiodicallytakespartintrainingand/orreflectionaboutdiversityandunderstandsitsresponsibilitiesinthisarea.


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6.1.2.Theboardmakesapositiveefforttoremove,reduceorpreventobstaclestopeoplebeingtrustees,allocatingbudgets,wherenecessary,toachievethiswithinARTICLE19International’savailableresources.Thiscouldincludelookingat:

• thetime,locationandfrequencyofmeetings• howpapersandinformationarepresentedtotheboard,forexampleusingdigital

technology• offeringcommunicationsinformatssuchasaudioandBraille• payingreasonableexpenses• whereandhowtrusteevacanciesarepublicisedandtherecruitmentprocess.

6.1.3.Thechairregularlyasksforfeedbackonhowmeetingscanbemademoreaccessibleandhowtocreateanenvironmentwheretrusteescanconstructivelychallengeeachotherandallvoicesareequallyheard.

6.2.Recruitingdiversetrustees

6.2.1.Theboardregularlycarriesoutanauditofskills,experienceanddiversityofbackgroundofitsmemberstofindimbalancesandgapsandinformtrusteerecruitmentandtraining.6.2.2.Theboardseesdiversity,inallitsforms,asanintegralpartofitsregularboardreviews.Theboardrecognisesthevalueofadiverseboardandhassuitablediversityobjectives.6.2.3.Whendecidinghowtorecruittrustees,theboardthinksabouthowbesttoattractadiversepoolofcandidates.Ittriestoachievediversityinanytrusteeappointmentpanels.

6.3Monitoringandreportingondiversity

6.3.1.Trusteesensurethatthereareplansinplacetomonitorandachievetheboard’sdiversityobjectives.6.3.2.TheboardpublishesanannualdescriptionofwhatithasdonetoaddressthediversityoftheboardandARTICLE19International’sleadershipanditsperformanceagainstitsdiversityobjectives,withanexplanationwheretheyhavenotbeenmet.

Principle7.OpennessandaccountabilityTheboardleadstheorganisationinbeingtransparentandaccountable.ARTICLE19isopeninitswork,unlessthereisgoodreason(suchasthesecurityofindividuals)foritnottobe.RationaleThepublic’strustthatacharityisdeliveringpublicbenefitisfundamentaltoitsreputationandsuccess,andbyextension,thesuccessofthewidersector.Makingaccountabilityreal,throughgenuineandopentwo-waycommunicationthatcelebratessuccessesanddemonstrateswillingnesstolearnfrommistakes,helpstobuildthistrustandconfidenceandearnlegitimacy.


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Keyoutcomes

• Theorganisation’sworkandimpactareappreciatedbyallitsstakeholders.• TheboardensuresthatARTICLE19International’sperformanceandinteractionwithits

stakeholdersareguidedbythevalues,ethicsandcultureputinplacebytheboard.• TrusteesmakesurethatARTICLE19Internationalcollaborateswithstakeholderstopromote

ethicalconduct.• ARTICLE19Internationaltakesseriouslyitsresponsibilityforbuildingpublictrustandconfidence

initswork.• ARTICLE19Internationalisseentohavelegitimacyinrepresentingitsbeneficiariesand

stakeholders.Recommendedpractice7.1Communicatingandconsultingeffectivelywithstakeholders

7.1.1.TheboardidentifiesthekeystakeholderswithaninterestinARTICLE19International’swork.Thesemightincludeusersorbeneficiaries,staff,volunteers,members,donors,suppliers,localcommunitiesandothers.7.1.2.TheboardmakessurethatthereisastrategyforregularandeffectivecommunicationwiththesestakeholdersaboutARTICLE19International’spurposes,values,workandachievements,includinginformationthatenablesthemtomeasureARTICLE19International’ssuccessinachievingitspurposes.7.1.3.Aspartofthisstrategy,theboardthinksabouthowbesttocommunicatehowARTICLE19Internationalisgoverned,whothetrusteesareandthedecisionstheymake.7.1.4.Theboardensuresthatstakeholdershaveanopportunitytoholdtheboardtoaccountthroughagreedprocessesandroutes,forexamplequestionandanswersessions.7.1.5.TheboardmakessurethereissuitableconsultationwithstakeholdersaboutsignificantchangestoARTICLE19International’sservicesorpolicies.

7.2.DevelopingacultureofopennesswithinARTICLE19International

7.2.1.TheboardgetsregularreportsonthepositiveandnegativefeedbackandcomplaintsgiventoARTICLE19International.Itdemonstratesthatitlearnsfrommistakesanderrorsandusesthislearningtoimproveperformanceandinternaldecisionmaking.7.2.2.Theboardmakessurethatthereisatransparent,well-publicised,effectiveandtimelyprocessformakingandhandlingacomplaintandthatanyinternalorexternalcomplaintsarehandledconstructively,impartiallyandeffectively.7.2.3.TheboardkeepsaregisterofinterestsfortrusteesandseniorstaffandagreesanapproachforhowthesearecommunicatedpubliclyinlinewithPrinciple3.


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7.2.4.Trusteespublishtheprocessforsettingtheremunerationofseniorstaff,andtheirremunerationlevels,onARTICLE19International’swebsitesandinitsannualreport

7.3.Memberengagement

7.3.1.InARTICLE19Internationalwheretrusteesareappointedbyanorganisationalmembershipwiderthanthetrustees,theboardmakessurethatthecharity:

o hasclearpoliciesonwhoiseligibleformembershipofARTICLE19Internationalo hasclear,accurateandup-to-datemembershiprecordso tellsmembersaboutARTICLE19International’sworko looksfor,valuesandtakesintoaccountmembers’viewsonkeyissueso isclearandopenaboutthewaysthatmemberscanparticipateinARTICLE19

International’sgovernance,including,whereapplicable,servingoncommitteesorbeingelectedastrustees.

GOODGOVERNANCEMANUAL-ENDOFPART1


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PART2:AGUIDETOARTICLE19GOVERNANCESTRUCTURESANDPRACTICE

1. ABOUTARTICLE19INTERNATIONALARTICLE19InternationalisaglobalforceforfreedomofexpressioncomprisingAffiliateMembers,IndividualMembersandRegionalOfficesaroundtheworld,unitedbysharedvalues,visionandmission,andstrategies.OurConstitution(seeAppII)reflectsthecollaborativenatureoftherelationshipbetweentheorganisationsandindividualswhoarepartofARTICLE19International.WeworktogethertomaintainanddevelopARTICLE19Internationalasanefficient,effectiveandintegratedglobalorganisationbestabletoachieveitsvision.1.1 WhatwedoARTICLE19Internationalcreatesandfacilitatescampaignsonfreedomofexpressionandinformationaroundtheworld,provideslegalandpolicyexpertiseandrepresentationtothosewhorequireitandsharesknowledgetoenableotherstotakeaction.Weexistinordertopromotehumanrights(assetoutintheUniversalDeclarationofHumanRights(UDHR)andsubsequentconventionsthroughouttheworld.1.2 OurVision,MissionandCoreValuesOurvision,missionandcorevaluesaresetoutintheInternationalConstitution,clause2.Forthepurposesofthismanualtheyaresummarizedhereas1.2.1 OurVisionARTICLE19International’svisionisofaworldwhereALLpeoplecanspeakfreely,activelyparticipateinpubliclifeandenjoymediafreedomwithoutfear,censorshiporpersecution.1.2.2 OurMissionWeseekto“promote,protect,developandfulfilfreedomofexpressionandthefreeflowofinformationandideasinordertostrengthenglobalsocialjusticeandempowerpeopletomakeautonomouschoices.”Wedothisunderstandingthatotherrightsincludingbelief,privacy,participation,assemblyandassociation,andmore,underpinfreedomofexpressionandinformation.Thesetwointerlockingfreedomsarethefoundationofallourwork.

TheFreedomtoSpeakconcernseveryone’srighttoexpressanddisseminateopinions,ideasandinformationthroughanymeans,aswellastodissentfrom,andquestionpower-holders.

TheFreedomtoKnowconcernstherighttodemandandreceiveinformationhelpedbypower-holdersfortransparency,goodgovernanceandsustainabledevelopment.


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Wheneitherofthesefreedomscomesunderthreat,eitherbythefailureofpower-holderstoadequatelylegislatefororprotectthem,ARTICLE19Internationalspeakswithonevoice,throughcourtsoflaw,throughglobalandregionalorganizations,andthroughcivilsocietywhereverwearepresent.1.2.3. OurCoreValuesRegionalOffices,AffiliateandIndividualMembersandtheInternationalOfficehaveagreedtooperateandabidebythefollowingcorevalues:

a. complywith,andimplementARTICLE19International’svision,missionandobjects;b. operateandactwithintegrityinthebestinterestsoftheassociation;c. workincollaborationwitheachotherandourpartnersaspartofaglobalcommunityofactivists;d. upholdhighlevelsoftransparencyinourdealingswitheachotherandwithothers;e. beaccountableforouractions;f. respectandcelebratediversity;g. speakwithonevoice:applyingconsistentlyARTICLE19Internationalpoliciesandpositionson

freedomofexpressionissuesthroughouttheassociation,andcomplyingwithARTICLE19Internationalintegratedstrategicprioritiesandplans;and

h. beentitledtomakeautonomousdecisionswithregardtooperationalmatterswithinanagreedframeworkandinthebestinterestoftheassociation,recognisingthattheeffectivenessandlegitimacyofARTICLE19International’sactionsreliesinitsabilitytoactdecisivelyaccordingtotheneedsandopportunitiesontheground.

Thesecorevaluesarefurtherextrapolatedinourorganisationalvaluesandbehaviours.(ForthefulltextseeApp.V)1.3 CoreActivitiesWefocusinparticularon,butnotlimitedto),therighttofreedomofexpressionandinformation(assetoutinArticle19oftheUDHR)andotherinstruments.Weundertakethisworkby:

• Monitoringabusesofhumanrights;• Obtainingredressforthevictimsofhumanrightsabuse;• Relievingneedamongthevictimsofhumanrightsabuse;• Researchintohumanrightsissues;• Providingtechnicaladvicetogovernmentandothersonhumanrightsmatters;• Contributingtothesoundadministrationofhumanrightslaw;• Commentingonproposedhumanrightslegislation;• Raisingawarenessofhumanrightsissues;• Promotingpublicsupportforhumanrights;• Promotingrespectforhumanrightsamongindividualsandcorporations;• Internationaladvocacyofhumanrights;• Eliminatinginfringementsofhumanrights.


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1.4 StrategicObjectives(theExpressionAgenda)In2015ARTICLE19launchedanambitioussix-yearhumanrightsstrategycalledTheExpressionAgenda(XpA).Thisstrategydefinestheprioritiesandobjectivesoftheorganizationuntil2021andisbasedaroundfivethematicpillarsofwork,andonecross-cuttinggenderstrategy.AfullsummaryoftheXpAcanbefoundontheorganization’sstrategydevelopmentwiki:https://wiki.article19.io/display/A1SP/Global+Strategy.Insummarythesix-yearimpactweareworkingtoachieveacrossthefivepillarsisasfollows:

i. Transparency:Therighttoinformationisstronglyreflectedinnationallegislationandpractices,andinthelanguageandpracticesofmajorinternationalinstitutionstargetingdevelopment.Wewanttoseecommunitiesandindividualsempoweredtoholdgovernmentsandotheractorsaccountableforpromotinganddefendinghumanandsocio-economicrights.

ii. Digital:Internationalhumanrightsstandardsandprinciples,specificallyincludingtherighttofreeexpressionandinformation,arebroadlyrecognisedasfullyapplicableonline.Wewanttoseewidespreadandgenerallyunrestrictedaccesstotheinternet,whilstgovernments,companiesandinternationalinstitutionsinvolvedindigitalpolicies,productsandservicesdemonstratestrongcommitmentstopreservingandexpandingtheserights.

iii. CivicSpace:Therightstopubliclyparticipateindecision-making,engageinopendebate,tocriticise,protestanddissent,inphysicalandonlinespace,arewidelyrecognisedinlegislation,policyandpractice.Wewanttoseetheenvironmentforcivicdiscourseasrobustanddiverseaspossibleandactivelyencouragingthevoicesofthemarginalised.

iv. Media:Thepromotionandprotectionofmediapluralism,mediafreedomandthepublicinterestinanincreasinglyglobalizedworld.Wewanttoseeadigitalizedandconvergedmedialandscapethatiswidelyrecognisedandreflectedinlaws,policiesandpractice.

v. Protection:Thoseonthefrontlineofdefendingfreedomofexpressionandinformationaresupportedbyeffectivenetworksofinstitutionsandactivistsatthelocal,regionalandgloballevels.Wewanttoseestronglegalframeworksandmechanismsthatensurethatviolationsareknown,perpetratorsareheldaccountable,andeffectiverelieforredressissecured.

Crosscuttingthefivethemesaretwokeyareasofwork:

• ThegenderstrategyisknownastheMxMethod.Formoredetailsaboutitsroleacrossourglobalstrategy,ouroperationalpracticeandourinternalbehavioursseehttps://wiki.article19.io/display/ZONEWIKI/Gender%3A+Mx+Method..

• OurworkwithintheUNstructures,inparticulartheHumanRightsCouncil.FormoreontheUNstrategyhttps://wiki.article19.io/display/UNHRC


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2:GOVERNANCESTRUCTURESARTICLE19InternationalisaninternationalassociationconsistingofanInternationalOffice,AffiliateMembers,RegionalOffices,andIndividualMembers.ARTICLE19isacharityregisteredinEnglandandWales,whichactsastheinternationalcoordinatingorganisationforARTICLE19International.ARTICLE19hasbranches(whichmaynotbeseparatelegalentities),knownasRegionalOfficesinanumberofcountries.RegionalOfficesareentitiesestablishedbytheInternationalBoard.TheorgansofARTICLE19Internationalare:

(a) TheGeneralAssembly;(b) TheInternationalBoard;(c) TheFinancialandGeneralPurposesCommittee(d) TheGovernanceSub-Committee(e) TheInternationalOffice.

2.1 GeneralAssemblyARTICLE19hasgrowntohavemultipleregionalofficeswithdiverselegalrelationshipstowardstheInternationalOffice.AnewwayofensuringengagementandleadershipwasagreedthatallowedforincreasedparticipationinoversightbyAffiliateMembersoutsideoftheInternationalBoardstructure.TheConstitutiondefinestheGAas:

theassemblyestablishedbytheInternationalBoardforARTICLE19InternationalwithsuchdescriptionandwithsuchrightsandobligationsastheythinkfitandshallcomprisetheIndividualMembersandAffiliateMembersadmittedtotheGeneralAssemblybytheInternationalBoard.‡

InlegaltermstheInternationalBoardisthehighestlegalentityoftheorganization.TheGAisthehighestgovernanceauthorityofARTICLE19.TheGeneralAssemblyprovidesacheckonthedirectionoftheorganizationandtheworkoftheInternationalBoard,reflectingourcorevaluesofaccountabilityanddiversity.TheroleoftheGeneralAssemblyistobringgreaterdiversityofskillsandgeographiesintothesoftgovernancestructureofARTICLE19International.Inaddition:

i. TheGeneralAssemblycomprisesonerepresentativeofeachAffiliateMemberandIndividualMembers.All

ii. UponitsadmissionasanAffiliateMember,theBoardoftheAffiliateMembernominateamemberofitsboardorsteeringcommitteetositontheGeneralAssembly.

iii. TheGeneralAssemblymeetsatleastonceayearfortheAnnualGeneralAssemblyMeeting.

‡ThisdefinitionisalsorepeatedintheMemorandumandArticlesofAssociation.


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iv. IndividualMembersandrepresentativesofAffiliateMembersattendandshallhavevotingrightsattheAnnualGeneralAssemblyMeetingoranyothermeetingoftheGeneralAssembly.

v. AssetoutintheInternationalConstitution,theprimaryresponsibilitiesoftheGAare:a. tosetARTICLE19International’svision,missionandcorevalues;b. torecommendMembersforappointmenttotheInternationalBoardandanyother

memberstoothergovernancebodies;c. toreviewtheperformanceoftheInternationalBoard;d. torecommendnewIndividualMembers,whoaresubsequentlyadmittedbythe

Board;e. toreviewtheannualaccountsofARTICLE19International;andf. toapprovetheInternationalBoard’sreportoftheactivitiesof[ARTICLE19and]

ARTICLE19InternationalsincethepreviousAnnualGeneralAssemblyMeeting.FormoredetailontheGA,see2.5.1below.2.2 InternationalBoard

i. TheInternationalBoardhasadualfunction,bothastheboardofMembersofARTICLE19andasthegoverningbodyofARTICLE19International.

ii. MembersareappointedbytheotherMembersfollowingrecommendationsfromtheGeneralAssemblyinaccordancewiththeArticlesofAssociation.

iii. TheprimaryfunctionsoftheInternationalBoardare:a. tofocusonstrategyandapproveARTICLE19International’sIntegratedStrategic

Planincludingitsfinancialstrategy;b. tomonitorcomplianceofallAffiliateMembers,RegionalOfficesandthe

InternationalOfficewithARTICLE19Internationalorganisationalprinciples;c. toevaluateARTICLE19International’sperformanceagainstitsagreedstrategiesand

plans;d. toholdAffiliateMembers,RegionalOfficesandtheInternationalOfficeandother

bodiesaccountable;e. toapprovetheopeningofARTICLE19InternationalRegionalOffices;toappointthe

ExecutiveDirector;andf. tosearchforandrecruitnewMembers.

2.2.1 FinanceandGeneralPurposesCommittee(FGPC)

i. TheFGPC,establishedbytheInternationalBoard,isresponsibleforoverseeingARTICLE19International’sfinancial,HumanResourcesandAdministrativeoperations.

ii. TheFGPCisbemadeupoffourmembers,includingtheChairandthetreasureroftheInternationalBoard.

2.2.2 InternationalGovernanceCommittee§

i. TheGSCreportstoandadvisestheInternationalBoardonquestionsrelatingtoARTICLE19’sinternationalgovernancepolicies,proceduresandprocesses;

§OperatesunderthetitleoftheGovernanceSub-Committee(GSC).


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ii. TheGSCmonitorscompliancebytheGeneralAssembly,InternationalBoard,InternationalOffice,AffiliateMemberBoards,andotherbodieswithARTICLE19’sinternationalorganisationalprinciplesasoutlinedintheArticlesofAssociation,InternationalConstitution,regionalconstitutionsandregistrationdocuments,MemorandumsofUnderstanding,andotherrelevantgovernancedocuments;

iii. TheGSCmanagestheAnnualGeneralAssemblymeeting,andtheagendaoftheGAisagreedbytheBoard;

iv. InadditiontheGSCsupportstheGeneralAssemblyinreviewingtheInternationalBoardannually;i. SubsequenttoInternationalBoardapproval,theGSCoverseesthereview,developmentand

implementationofneworrevisedpolicies,proceduresandprocessesrelatingtogovernanceissues;and

ii. IdentifiesandrecommendsnewInternationalBoardMemberstotheGeneralAssemblyforonwardrecommendationforappointmentbytheInternationalBoard;and

iii. IdentifiesandrecommendsnewIndividualMembersforonwardrecommendationforadmissionbytheInternationalBoard;and

iv. ConductsanannualreviewoftheCommittee’sworkandtermsofreference;andv. UndertakesanyothertaskthattheInternationalBoardmaydeterminefromtimetotime.

Thiscouldincludeforinstance:a. ReviewproposalsfortheadmissionofnewAffiliateMembers;b. Reviewproposalsforthecreationofnewoffices.

2.3 InternationalOfficeARTICLE19operatesanInternationalOfficefromLondon.ItsroleistoimplementthestrategiesandoperationsofARTICLE19International,subjecttothedirectionsoftheInternationalBoardandtheGeneralAssembly.

i. TheInternationalOfficeofARTICLE19Internationalisresponsiblefor:a. OverseeingandmonitoringtheuseoftheARTICLE19trademark;b. Ensuringandstrengtheningasharedandcoherentcultureandidentityacrossthe

organisation,includingwithregardtothedevelopment,implementationandcoordinationofexternalandinternalpolicies,strategicdirections,andactivities;

c. EstablishingoradmittingwhereappropriateAffiliateMembersandenteringintocontractualarrangementswiththemonbehalfofARTICLE19;

d. ProvidingsupportandfinancialoversightwhererequiredtoAffiliateMembersforstrengtheningcorecapacity;

e. Managingorcoordinatingfundraisingactivitiesacrosstheorganisation,includingbyprovidingAffiliateMemberswithfundraisingsupportrequiredfortheirowndevelopment;

f. ManagingARTICLE19Internationalfinancesandfinancialsystems,includingbydevelopingandmonitoringfinancialrulesandsystems,coordinatingtheproductionofARTICLE19’sannualauditandARTICLE19International’s(non-statutory)aggregatedaccounts,andsupportingthefinancialmanagementofAffiliateMembers;

g. SupportingARTICLE19Internationalgovernance,includingbyorganisingthemeetingsoftheFGPC,theInternationalBoardandtheAnnualGeneralAssemblyMeeting;


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h. EnsuringqualityandperformanceacrossARTICLE19International,includingbyprovidingqualitycontroloverkeyexternalmaterials,managingorcoordinatingexternalandinternalmonitoring,evaluations,andlessonssharing;

i. ManagingARTICLE19Internationalsupportprogrammes(includingLawandPolicy;Media,AdvocacyandCommunication;andOperations);

j. ImplementingandmanagingcountryandregionalprogrammesandofficesinregionsandcountrieswithoutAffiliateMembersand/orwhereAffiliateMembersarenotpresent;and

k. Developing,strengtheningandmanagingrelationships(includingpartnerships)withinternational(supra-national)organisations,institutions,alliances,networksandcoalitions.

2.3.1 RoleoftheExecutiveDirectorTheInternationalBoardappointstheExecutiveDirector,andheorsheisresponsibleunderitsdirectionfortheconductoftheaffairsofARTICLE19andARTICLE19International,andfortheimplementationofthedecisionsoftheInternationalBoard.TheroleoftheExecutiveDirectorinseniorexecutiveappointments,globalmanagementofAffiliateMembersandRegionalOffices,andsupportofgovernancefunctions,isdetailedinsections4.14-4.20oftheInternationalConstitution(seeApp.II).2.4 Howweworktogether:MembershipAllpartsoftheARTICLE19Internationalorganisationseekto“Topromote,protect,developandfulfilfreedomofexpressionandthefreeflowofinformationandideasinordertostrengthenglobalsocialjusticeandempowerpeopletomakeautonomouschoices.”ARTICLE19InternationalisanetworkofAffiliateMembers,someofwhicharelegallyregisteredorganisationswiththeirowngovernanceandmanagementstructures.AffiliateMembersagreetotakeafullpartinthegovernanceofARTICLE19Internationalandworkonthebasisofourvalues,vision,mission,strategies,standardsandsystems.WhereorganisationalrelationshipsarefurtherdefinedbyaMemorandumofUnderstanding(MoU),forinstanceinthecaseofAffiliatemembers,areasofcollaborationsuchassharedprinciplesofaction;andoperationalparametersaresetoutindetail.Specificallytheseinclude:

• Developmentofinternationalstrategyandagreementoncommonpositionsonkeyissues• Internationalactivitiessuchasglobalcampaigns• Financialreporting,security,fundraising,andorganisationaldevelopment

2.4.1 MembershipcriteriaTobepartofARTICLE19International,membershipasanAffiliate,orInternationalMember,thefollowingminimumrequirementsmustbemet:

i. Demonstrableandactivecommitmenttofreedomofexpression,humanrightsandjustice,ii. ConsistencywiththeARTICLE19International’svalues,visionandmission;


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iii. Legalregistrationandasatisfactoryrecordofoperation;iv. ActionsconsistentwiththeARTICLE19International’sgovernancestandards;v. Financialandmanagementintegrityandcapacity;vi. Independence,fromamanagementperspective,fromanyoneprivateindividual,companyor

institutionotherthanARTICLE19InternationalDetailedundertakingsbymembersaresetoutintheMoUinAppendix3.2.4.2AboutAffiliateMembersApprovalfortheestablishmentofAffiliatemembersfallstotheGeneralAssembly.Agreementmustbebymajorityvote.RegionalOfficesmayalsotransitiontobecomeAffiliateMembersoraseparateorganisationthatisonthejourneytoanaffiliaterelationshipmayalsobeconsideredforAffiliatemembership.ThekeyresponsibilitiesofAffiliatemembersinclude:

1. submittingtheirStatutesandanyfutureamendmentstotheInternationalBoardforapproval;

2. developingandmanagingARTICLE19Internationalprojectsandprogrammesofworkinthecountryandregionwheretheyareestablished,withinthegeographicalorotherboundariessetoutintheirMemorandumofUnderstandingwithARTICLE19;

3. contributingtothedevelopmentofARTICLE19Internationalstrategicpriorities,planandpoliciesonfreedomofexpressionandcomplyingwiththem;

4. contributingtothedevelopmentofARTICLE19Internationalfinancialandfundraisingpolicies,rulesandsystemsandcomplyingwiththem;

5. contributingto,respectingandcomplyingwithARTICLE19Internationalstatedvisionandmission,corevalues,methodsandanypoliciesadoptedbytheInternationalBoard;and

6. payingannualsupportfeesasmaybedeterminedbytheGeneralAssembly,althoughthissupportfeemaynotbethesameforallAffiliateMembers.

2.4.3 AboutRegionalOfficesAtthetimeofdraftingARTICLE19hassevenregionaloffices.TheestablishmentofregionalofficesfollowsaprocesswherebytheInternationalBoardispresentedwithaproposal,andfullbusinesscasebytheInternationalOfficeforreviewandapprovaltogoforwardtotheInternationalBoard.Onceapproved,theRegionalOfficeisformallyestablishedwitharegionalboard.Foranon-AffiliateRegionalOfficetransitingtobecomeanAffiliateMember,oraseparateorganisationseekingtobecomeanAffiliateMemberofARTICLE19International,theInternationalBoardshalladmitthenewAffiliateMemberfollowingconsultationwiththeGeneralAssembly.Suchconsultationshouldincludeafullbusinesscase,aswellastheproposeddraftMemorandumofUnderstandingandLicenceAgreement.AtthetimeofdraftingARTICLE19hassevenregionaloffices.2.4.4 AboutIndividualMembersIndividualMembersarefreedomofexpressionexpertsorotherexpertsandpersonsofhighstanding,committedtotheobjectsofARTICLE19International.


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TheyareindependentfromAffiliateMembersandtheInternationalOfficeandarenotaffiliatedwith,ormembersofanAffiliateMember’sboard,steeringcommitteeorstafforstaffmembersoftheInternationalOffice.IndividualmembersareadmittedtoARTICLE19InternationalbytheInternationalBoardandareexpectedtoactinthebestinterestsoftheorganisation,andpromoteitsmissionandobjectives.TheymaybeappointedasMembersinaccordancewiththeArticlesofAssociationandtheirmembershipterminatedif:• theIndividualMembergivessixmonths’writtennoticeofresignationtoARTICLE19,orsuchshorter

noticeastheInternationalBoardmayaccept;• theIndividualMemberdies;or• isremovedfrommembershipbyaresolutionoftheInternationalBoardbyreasonofconduct

inconsistentwithmembershipofARTICLE19International.WhereorganisationalrelationshipsarefurtherdefinedbyanMoU,forinstanceinthecaseofAffiliateMembers,areasofcollaborationsuchassharedprinciplesofactionandoperationalparametersaresetoutindetail.2.4.5 Compliance,InordertocreateandsustainsuccessfulparticipationinARTICLE19International,membersaremutuallyaccountableintermsofcoherenceandadherencetoourcorevalues,vision,Constitution,mission,strategy,policies,regulationsandsystems.ComplianceismonitoredandreportedtotheInternationalBoardthroughtheGovernanceSub-CommitteewithadvicefromBoard’sFinanceandGeneralPurposesCommittee.2.5. TheroleofGovernancev.ManagementGoodpracticeingovernancerequiresmanythingsfromanorganisationbutfundamentaltothatisadistinctionbetweenmanagementandgovernancefunctions.EssentiallygovernanceistheprocessbywhichtheGeneralAssemblyorBoardfunctionstodirecttheorganization,whilstmanagementistheprocessofimplementation-translatinggovernancepolicyintoprogrammesandservices.Thefollowingtableillustratesthisdistinction:


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ARTICLE19Internationalhasamulti-locationmanagementstructureundertheInternationalOffice,whichismadeupofthefollowingcomponents:

i. TheInternationalOffice-ARTICLE19International’sphysical[registered]principalofficesituatedinLondon,UnitedKingdom,wheretheExecutiveDirectorisbased.

ii. RegionalOffices-locatedinvariouscontinentsforrepresentation,managementandcoordinationpurposes.i.e.BangladeshandWestAfrica

iii. Otherinternationaloffices–includingtheme,function,sub-regional,liaisonandprojectoffices:i.e.GenevaandNewYork

iv. CountryOffices-nationallevelbranchesoftheInternationalOfficefortherepresentation,managementandcoordinationofARTICLE19International’sworkinthosecountries.

2.5.1 GeneralAssembly,BoardandInternationalOfficerolesThefollowingtablesummarizesdistinctionsbasedontheConstitutionandpracticetodate.ItislikelythatsomedetailswillchangeandbeaddedasARTICLE19Internationallearnsfromexperience.TABLE1–RolesofgovernanceandmanagementconstitutedbodiesindecisionmakingAREA-alphabetical GENERALASSEMBLYROLE INTERNATIONALBOARD

ROLEINTERNATIONALOFFICEROLE

AnnualplanandbudgetforARTICLE19International

Approvesandmonitors Develops,proposesandexecutes

AnnualReportandaccountsforARTICLE19International

Approves OverseespreparationandproposestotheGA

PreparesandpresentstotheInternationalBoard

AppointmentofChiefExecutive

Appoints,reviewsperformance,supports,challenges,terminates;isadvisedonpaybytheFGPC.

AppointmentofexternalAuditorsforARTICLE19International

Approves DevelopsproposalviatheFGPC

AppointmentofSeniorStaffofInternationalOffice[andRegionalandCountryOffices]

AdvisesExecutiveDirectorifrequestedandhelpstorecruitifrequested

ManagedbyExecutiveDirector

AppointmentofMemberstoInternationalBoard

RecommendsMembersforappointmenttotheInternationalBoard[andanyothermemberstoothergovernancebodies]

ThroughGovernanceCommitteeproposescandidatestotheGeneralAssembly.Elects(votes)fornominatedMemberstojointheInternationalBoard

Supportstheelectionandselectionprocesses

Campaigns(International) Engageandcontribute Approveandreviewprogress

Consults,developsandimplements,andreportstotheInternationalBoard

Complianceofmembers Finaldecisions MonitorandreporttotheGAwithsupportfromGovernanceCommitteeand

Gathermonitoringdata


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FGPCDisputesbetweenmembers Finaldecisiononappeal ResolveunlessMember

appealstotheGAResolveorrefertoInternationalBoard

DisputesbetweenMembersandtheBoard

FinaldecisionifaMemberappealsagainstterminationofMembership

Resolve.RefertoGAonlyifaMemberappealsagainstterminationofMembership

DisputesbetweenMembersandtheInternationalOffice

Resolve

DisputesbetweentheBoardandtheInternationalOffice

Resolves

ElectionofOfficers ElectsGAChairs ElectsChair,ViceChairandTreasurer

Supportselectionprocesses

GovernanceManual ApprovesandamendsbasedonworkoftheGSC

SupportstheworkoftheGSC

Grievances ConstitutespanelifallegationsagainsttheExecutiveDirector

Followsgrievanceprocedure

HumanRightsStrategy(International)

Approvesandreviewsprogress

Consults,developsandimplements,reviewsandevaluate

InternationalConstitution Approvesamendments ProposesamendmentsthroughtheworkoftheGSC

SupportsworkoftheGSC

InternationalMembers Reviews Approves Logosandtrademarks Approves Overseesandmonitorsthe

useofARTICLE19trademark

Membershipstatus–CountryprogrammetoRegionalOffice/Affiliate

RecommendsestablishmentofRegionalOfficestotheGA.

ApprovesadmissionofnewAffiliateMembersReviewsprogress.

Undertakesduediligence(withGSC),developsproposal,supportsimplementation,andreportsonceapproved.

Membershipregulations Approvesamendments ProposesamendmentsthroughtheworkoftheGSC

SupportworkoftheGSC

Newprogrammaticwork Approves.RecommendstotheGA.Reviewprogress.

Developsproposal,andrationale,implements,andreportsonprogress.

Organisationalstrategy Approves.RecommendstotheGA.Reviewprogress.

Develops,implements,andreportsonprogress.

Participationasobserversandmembersofaffiliateandregionalboards

Approvesparticipation Proposesinconsultationwithcountriesconcerned.

Policydevelopment Approves Consults,developsandimplements,reviewsandupdates

Publicannouncementsandcrisiscommunications

Communicatesonmajordevelopmentssuchasanewint’lstrategy,advisedbymanagement,copiedtoGA

CommunicatesforARTICLE19InternationalandcoordinatescrisiscommunicationswithInternationalBoardasappropriate.


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Resourceallocationandlongtermfinancialplanning

Approves Developsandimplements

RiskManagement Regularlyreviews,supportedbyFGPC

Usesasguideandassessesbalance

ThematicStrategies Approvesandreviewprogress

Consults,develops,implements,reviewsandevaluates

Vision,MissionandValues Approves RecommendstotheGA;overseecompliance

Ensuresandstrengthensasharedandcoherentcultureandidentityacrosstheorganisation,includingthedevelopment,implementationandcoordinationofexternalandinternalpolicies,strategicdirections,andactivities;

Whistleblowing ConstitutespanelifallegationsagainsttheInternationalBoard

ConstitutespanelifallegationsagainsttheExecutiveDirector

Followswhistleblowingpolicy

2.6GeneralAssemblyLeadershipandRepresentationTheInternationalBoardChairinvitesamemberoftheGeneralAssemblytochairthemeetingonarotatingbasiseachyear.TheGeneralAssemblyChairwill:

• consultontheGeneralAssemblyagendawiththeInternationalBoardChairandtheExecutiveDirector

• ensuretheagendaandsupportingdocumentationhadbeencirculatedtotheGeneralAssemblyMembers

• ensureapre-GAmeetingoftheAffiliateMembersandIndividualMembersasnecessarytoreviewissuesandshareexperiencesoftheAffiliateMembersinparticular

• opentheGeneralAssemblyandChairthemeeting• reviewminutesofthemeetingtoensureaccuracybeforecirculationtotheGeneralAssembly

2.6.1. AffiliateMemberrepresentationattheGeneralAssemblyAffiliateMemberBoardsdesignatearegularattendeetotheGeneralAssemblythatwouldbethesameyearonyear,aspracticable.Byhavingaspecificdesignatedindividual,similartotheInternationalBoardrepresentativeontheAffiliateBoards,enablescontinuitybetweenmeetingsandallowsforARTICLE19InternationaltocreateaspecificGeneralAssemblymailinglistandcommunicationchanneltoimprovecommunicationsandengagementoutsideoftheGAmeetings.2.6.2Extra-GeneralAssemblyCoordinationInpracticalterms,atpresenttherearenoIndividualMembersoftheGeneralAssemblywhoarenotmembersoftheInternationalBoard.Therefore,AffiliateBoardrepresentativeshaveadoptedthepracticeofmeetingamongstthemselvesonaninformalbasisimmediatelypriortotheGeneralAssemblymeetingtodiscussissuesandsharebestpractice.


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TheseinformalmeetingsareencouragedandshouldbeaddedtothecalendarofeventsfortheGeneralAssemblymeeting.AstheGAgrowstoincludeIndividualMembersnotontheInternationalBoard,thesemeetingscanincorporatethem.2.6.3.PerformanceManagementOneoftheclearresponsibilitiesoftheGeneralAssemblyistoreviewtheperformanceoftheBoard.TheGovernanceCommitteehasbeentaskedwithdevelopingperformancemetricsfortheInternationalBoard.

[Note:draftBoardmetricsarecurrentlyindevelopment.]2.7 InternationalBoard2.7.1PowersandfunctionsoftheBoardTheInternationalBoardisresponsiblefortheday-to-daygovernanceoftheorganisation.BoardMembersareelectedasindividualsandcollectivelyactandgoverninthebestinterestsofARTICLE19Internationalasawhole.Theydonotrepresentaparticularorganisationorinterest.TheInternationalBoardconsistsofatleast3andatmost13peopleincludingtheChair,ViceChairandTreasurer.TheInternationalBoardhasadualfunction,bothasaboardofMembersofARTICLE19andasthegoverningbodyofARTICLE19International.TheInternationalBoard,itsfunctionsanditsprocessesarereplicableforgovernanceprocessesforRegionalandAffiliateBoards(subjecttocompliancetolocallegislation).SeeSection2.2forprimaryfunctionsoftheInternationalBoard.2.7.2. DutiesofInternationalBoardMembersThedutiesofInternationalBoardMemberscanbesummarisedasfollows:

DutyofCare:Actasanordinary,prudentpersonwouldinlikecircumstances.Thisrequiresdiligent,attentive,informedparticipation.DutyofLoyalty:Actingoodfaith,inthebestinterestsoftheorganisation.Putinplaceproceduresandpoliciesthatsafeguardtheseinterestswhenaconflictofinterestarises;whenthereisadirectoronbothsidesofatransaction;orwhenadirectorandtheorganisationareincompetition.DutyofCompliance:Acttoensurethattheorganisationoperatesinkeepingwithlawsandrulesgoverningitsformationandstatusandinaccordancewithitsownmissionandbylaws.

2.7.3.IndividualresponsibilitiesofInternationalBoardMembersTheresponsibilitiesofBoardMembersconsistofwhattheydoasopposedtohowtheydoit,whichiscoveredbytheircodeofconductinthefollowingsection.Membersareexpectedto:

• PlayafullpartinenablingtheInternationalBoardtocarryoutallitsresponsibilitiesasdescribedintheprevioussection.

• AttendallBoardandrelevantCommitteemeetingsand,wherepossible,functionssuchasspecialeventsnearby.

• Bewellinformedabouttheorganisation'smission,strategies,policiesandprogrammes.• Keepup-to-dateondevelopmentsinthefieldoffreedomofexpressionandhumanrights.


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• ReviewagendaandsupportingmaterialspriortoBoardandCommitteemeetings.• ServeonCommitteesortaskforcesandoffertotakeonspecialassignments.• AssistintherecruitmentandinductionofnewBoardMembersbytheBoard• Workasateamtoensurethebestinterestsoftheorganisationasawholeincludingproviding

supporttotheExecutiveDirector.FulldetailsofMemberslegalresponsibilitiesarelaidoutintheArticlesofAssociationitems7-27inclusive(seeAppendix1).Ifinanydoubtabouttheseroles,MembersshouldconsulttheChair.2.7.4.CodeofconductforBoardMembersTheBoardandindividualMembersshouldactaccordingtohighethicalstandards,andensurethatconflictsofinterestareproperlydealtwith.Thesupportingprinciplesare:

(a)Nopersonalbenefit:Membersmustnotbenefitfromtheirpositionbeyondwhatisallowedbythelawandisintheinterestsoftheorganisation.Theymustalsobescrupuloustoavoidgaininganyprivatebenefitfromtheirposition,whetherfinancialorother,exceptwhenpermittedbylawandtheorganisation’sgoverningdocument;andwherethisisagreedbytheBoardasclearlyintheinterestsoftheorganisation.Wherethelawandtheorganisation’sgoverningdocumentpermitpaymentofMembers,thismustnotexceedtheprescribedlimits,anditshouldbeclearlyintheinterestsoftheorganisationtomakethepayment.NoMembershouldbeinvolvedinsettingtheirownremuneration.MechanismsforsettingthelevelofpaymenttoMembersshouldbesetuptoavoidconflictsofinterest,includingwhereappropriatemakinguseofindependentadvice.FulldisclosureofanypaymentsmadetoMembersisrequiredbylawandshouldbereportedintheorganisation’sannualaccountsandannualreport.(b)Conflictsofinterest:Membersshouldidentifyandpromptlydeclareanyactualorpotentialconflictsofinterestaffectingthem.WhereamaterialconflictofinterestarisesataBoardmeeting,theMemberconcernedshouldnotvoteonthematterorparticipateindiscussions.Sheorheshouldalsooffertowithdrawfromthemeeting,andtheotherMembersshoulddecideifthisisrequired.WhereaMemberhasamajororongoingconflictofinterest,sheorheshouldoffertoresignfromtheBoard.(c)Probityandtheacceptanceofgifts:TheBoardExpensesPolicycanbefoundAppendixVi.Membersshoulddeclareallpersonalgiftsreceivedandhospitalityacceptedwhileontheorganisation’sbusiness,orfrompeopleororganisationsconnectedwiththeorganisation;suchdeclarationsshouldberecordedinBoardminutesorinaregisterkeptforthatpurpose.


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Membersshouldnotacceptgiftswithasignificantmonetaryvalueorlavishhospitality;wherethismaybeafrequentissue,theorganisationshouldsetapolicytodefinewhatisandisnotacceptable.MembersshouldundernocircumstancesacceptgiftsorhospitalitywherethiscouldbeseenasbeinglikelytoinfluencethedecisionsoftheBoard.

2.7.5.WhocanbeontheBoard?AnypersonwhoiswillingtoactasaMember,andwhowouldnotbedisqualified(see2.7.17.below)fromdoingso,maybeappointedtobeaMember.MeanwhilethefollowingcannotbeappointedtotheInternationalBoardasMembers:

o AcurrentmemberofstaffofanypartofARTICLE19Internationalo Anyoneundereighteenyearsoldo AnyonewhohasbeendisqualifiedasanARTICLE19InternationalBoardmemberpreviously

AppointmentsaremadebyadecisionoftheMembersfollowingarecommendationfromtheGeneralAssembly.TheMembersmayappointuptotwo(2)Memberstofillavacancy,withoutarecommendationfromtheGeneralAssembly.Undersuchcircumstances,theappointedMemberholdsofficeuntilthenextAnnualGeneralAssemblymeeting.TheInternationalBoardofMembersconsistsofrepresentativesofAffiliateMembersandIndividualMemberswhoarenotlinkedwithAffiliateMembers.WhenappointingtotheBoardtheMembersandtheGeneralAssemblyseektoreflectasmuchaspossibletheinternationalnatureofARTICLE19International.Inthenormalcourseofbusiness,theInternationalBoardiscomprisedofamajorityofIndividualMemberswhoarenotlinkedwithAffiliateMembers.2.7.6.ExpertiseandbalanceofBoardMembersThefollowingguidelinesguidetheelectionofBoardMemberstohelpensurethattheBoardwillhavetherequiredexpertiseandbalanceingender,region,skillsetc.:Desirablebalanceandskillstoboardmembershipshouldinclude:

• 40-60%women(target=50%)desirable• Twopeoplewithfinancialexpertise• Twopeoplewithexpertiseininternationaladvocacyonfreedomofexpressionandinformation• OneBoardmemberlivingorworkingineachofthefollowingregions:Americas,Europe,Africa

andAsia-PacificandtheMiddleEast• Leadershipskills(particularlyinmanagement,governanceandconflictresolutionexpertise)in

thefollowingareas:o HumanResourcesandOrganisationalDevelopmento Generalmanagemento Marketingo Fundraisingandresourcemobilizationo Mediaandcommunicationo Digitalrights,mediaconvergenceo Protectionandsecurity


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o Education,humanrights,o Lawand,civilsociety.

2.7.7.TermofofficeandrotationAMembershallretirefromofficeattheAnnualGeneralAssemblyMeetingimmediatelyfollowingthethirdanniversaryofhisorherappointment(orreappointmentasthecasemaybe)asMember.Theretirementtakeseffectattheconclusionofthemeeting.TheMembermaybereappointedamaximumoftwotimesconsecutively,foratotalofthreeconsecutivethree-yearterms,uponagreementbytheInternationalBoardofMembers.InexceptionalcaseswhereaBoardvacancywouldleaveanessentialskillgap,amaximumofoneadditionalyearmaybeaddedtothefinalthree-yeartermuponagreementbytheInternationalBoard.Followingthethreeconsecutiveterms,aMembercannotbere-appointeduntilatleastonethree-yeartermoffoftheInternationalBoard.2.7.8.BoardvacanciesTheofficeofaBoardMemberfallsvacantwhentheholder:

a) Rotatesoutofhis/herroleduringthenormalcourseofBoardmembertermlimitsb) dies;c) isdischargedfromofficebyresolutionoftheBoard,ifsheorhewaselectedbytheBoard,orby

theGeneralAssembly,whetherelectedbytheGeneralAssemblyortheBoard;d) tendersherorhiswrittenresignation;e) withoutgoodcausefailstoattendfourconsecutivemeetingsoftheBoardandtheBoard

resolvesthatsheorheshouldberemovedforthisreason;f) isreasonablybelievedbytheBoardtobesufferingfromlackofmentalcapacityandtobe

incapableofacting,iftheBoardresolvesthatsheorheshouldberemovedfromoffice;g) hasbeenadjudgedbankruptbyacompetentcourtoflaw;h) becomesaRepresentativeintheGeneralAssembly;ori) becomesamemberofstaffofARTICLE19orofaMemberj) isdisqualifiedforreasonsthatwerenotapparentatthepointofappointmenttotheBoard.

InthecaseofavacancyintheBoardoccurring90daysorlessbeforethenextGeneralAssembly(GA),areplacementiselectedinthenextGA.Inthecaseofavacancyoccurringmorethan90daysbeforethenextGA,areplacementiselectedbytheBoard.IfsuchaBoardelectionwouldresultinoveronethirdofBoardMembershavingbeenelectedbytheBoardthenthevacancyisheldopenuntilanelectionbytheGeneralAssemblyatitnextsession.TheprocessforfillingthevacancyisbasedonthatdescribedbelowforBoardMemberselectedbytheBoard.2.7.9.ElectionofBoardMembersThenominationofBoardMembersbytheBoardistoensurethebalanceofskills,expertise,genderandregionalrepresentationorotherdiversitythattheBoardrequirestoperformwell.Itisalsoameansoffillingvacanciesthatoccurmorethan90daysbeforeaGeneralAssembly.


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Theprocessisbasedonanobjectiveassessmentoftheskills,expertise,genderandregionalrepresentationorotherdiversitythattheBoardrequires.ThestepsfornominatingMemberstotheInternationalBoardare:

i. TheGovernanceSub-Committee(GSC)assessesperiodicallythebalancewithintheBoardwithrespecttotherequirementsdescribedabove.

ii. TheGSCdevelopstermsofreferenceandseekspotentialMembersthroughelectronicorexecutivesearch.

iii. TheBoardagreesonrecruitinganothermember.NominationsaresenttotheChairoftheGovernanceSub-Committee,andAffiliateshavetherighttonominateuptotwocandidateseach.

iv. TheGSCsubmitsCVsforreview,withamaximumlengthforeachCV.v. Thedeadlineforsubmissionofnominationsisthreemonthsbeforetheelectionisheld.vi. Candidatesarerequestedtoprovidethefollowing,allsubjecttolengthlimits:

a. Astatementofhowshe/hematchestheguidelinesandrecognizingthecommitmentinvolved

b. AsupportingstatementbythenominatingAffiliatec. AbriefCVinastandardisedformatd. Acompilationofcandidates’statementsandsupportingstatementsandtheirbriefCVs

isprovidedtoMembersincludingtheGeneralAssemblymembers,two(2)monthsbeforetheGeneralAssemblymeeting,accompaniedbyinformationfromtheGovernanceSub-Committeerelatedtotheelectionguidelines.

vii. Membersand/ormembersoftheGSCintervieworhavediscussionswithpotentialcandidatesviii. Aftertheinterviews/discussions,theGSCrequestsreferencesforsuitablecandidates.ix. TheGSCproposescandidatestotheBoard.TheInternationalBoardholdsanelectionand

Membersareformallyappointed.x. ThecountingofvotesisopentoallGeneralAssemblyrepresentatives.

2.7.10.InductionTheinductionprocessaimstobringnewBoardMembersrapidlytothepointwheretheycanmakeanactiveandwell-informedcontributiontoARTICLE19InternationalIngeneral,theprocessinvolves:

• ProvidingthenewBoardMemberswithallARTICLE19International’srelevantdocuments• AnorientationprogrammebytheInternationalOffice.Theidentificationofamentorwithinthe

Boardwho,foradefinedperiod,assiststhenewBoardmember(seedetailsinAnnexure5)• VisitstoprogrammelocationsaroundtheworldwhereARTICLE19works.

2.7.11.BoardmeetingsThedate,locationanddurationofBoardmeetings,areagreedbytheBoardonanannualbasis.TheBoardcanholdmeetingsinwhichsomeorallofitsMembersparticipatebytelephone,videoconferencingorotherelectronicorvirtualmeansprovidedthatallparticipantscancommunicatewithoneanother.Thoseparticipatinginthiswaycounttowardsthequorum.


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2.7.12.QuorumforMembers’meetingsAtaMembers’meeting,unlessaquorumisparticipating,noproposalistobevotedon,exceptaproposaltocallanothermeeting.ThequorumforMembers’meetingsmaybefixedfromtimetotimebyadecisionoftheMembers,butitmustneverbelessthanthree,andunlessotherwisefixeditisthreeorone-thirdofthetotalnumberofMembers,whicheveristhegreater.IfthetotalnumberofMembersforthetimebeingislessthanthequorumrequired,theMembersmustnottakeanydecisionotherthanadecisiontoappointfurtherMembers.2.7.13 AgendaofBoardmeetingsTheChair,inconsultationwiththeExecutiveDirector,proposestheagendaforeachBoardmeeting.ThisiscirculatedtoBoardMembersforcommentatleastamonthbeforetheBoardmeeting.AnyBoardmembercanproposeadditionalagendaitemsbywritingtotheChair.ThefinalagendaiscirculatedwiththenecessaryBoardmaterialsatleasttwoweeksbeforetheBoardmeeting.TheChaircanapprovethatpapersmaybesentafterthedeadline.Althoughitispreferabletofinalisetheagendatwoweeksbeforethemeeting,itisacceptabletopresentanagendaamendmentattheBoardmeeting.Unlessagreedotherwisebyconsensus,thenewitemisaddedtotheendoftheagendaunderAOB(AnyOtherBusiness)andaddressediftimepermits.Ifthenewitemwarrantsparticularattentionearlierintheagenda,thismustbeagreedbyconsensusbytheBoard.TheMembersaimtorestricttheamountoftimespentonadministrativeandstatutoryactivitiesatBoardmeetingsinordertoaddvaluetothesubstantiveobjectivesoftheorganization.2.7.14DecisionmakingatBoardmeetingsIdeally,alldecisionsshouldbereachedbyconsensus.Wherethisisnotpossible,avotecanbecalledandasimplemajorityisrequiredtopassaresolution.TheChaircanvoteand,inthecaseofatieofvotes,theChairhasasecond,castingvote.TheBoardmaymakeadecisionoutsideofmeetingsprovideditisunanimouslyacceptedbyeachBoardMemberinwriting,onpaperorbye-mailorotherelectronicmeans.(Forafulldescriptionofdecisionmakingwithoutameetingseeitem20oftheArticlesofAssociation.Onceadecisionismade,itisbindingonallBoardMembersandmustbesupportedbyeveryBoardmemberunlessitisreviewedandrescinded.2.7.15CommitteesandotherengagementbyBoardMembersMembersareencouragedtoengageinotherBoardactivitiesbesidesattendingBoardmeetings.MembersperformsomeoftheirBoardresponsibilitiesthroughspecialistCommittees.EachBoardMemberisexpectedtobepartofoneCommitteeasapprovedbytheBoard.MembersarealsoinvitedtojoinBoard-initiatedSupportGroupsandTaskForces.These


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areoftencreatedforaspecificpurposeandaspecificperiodoftime.Currentlywehaveonlyonesuchsupportgroupcalledthe‘EnterpriseInformationSecurityTaskForce’(EISTF)).SuchgroupsarecreatedbasedonaninterestorneedidentifiedbytheBoardorattherequestofmanagement.2.7.16.AnnualBoardreviewandreflectionThroughtheannualreviewandreflection,theBoardassessesitsowneffectivenessasateamandindividuallyinorderto:• developasharedunderstandingofandcommitmenttotheexpectedmotivation,role,contribution

andaccountabilityofMembers,individuallyandcollectively;• developasharedunderstandingaboutthemosteffectivewayforMembersto• influenceandimpacttheorganisationintermsofitsnature,culture,structure,stateofprogress,

challenges,etc;• identifyelementstostrengthentheBoard’sgovernancerole;• gettoknoweachotherbetterasMembersandbuildastrongteam;• consolidateanddocumentthelessonslearnt,challengesandsuccessesofthecurrentBoard.EachBoardCommitteemonitorsandassessesitsowneffectivenesseveryyearinparalleltotheBoardprocess.2.7.17.DisqualificationandremovalofMembersAMemberisdisqualifiedfromholdingofficeforseveralreasons,allofwhicharedetailedinitem27oftheArticlesofAssociation.Insummarydisqualificationoccursif:

i. aMemberisprohibitedbylawfrombeingamemberoftheInternationalboardii. theMembersreasonablybelieveheorshehasbecomephysicallyormentallyincapableof

managinghisorherownaffairs,atwhichpointtheydecidetheMemberinquestionisremovedfromoffice;

iii. AletterofresignationisreceivedbytheCharityfromtheMemberthatheorsheisresigningfromoffice;

iv. TheMemberfailstoattendfourconsecutivemeetingsoftheMembersandtheMembersresolvethatheorsheberemovedforthisreason;

v. atameetingoftheMembersatwhichatleasthalfoftheMembersarepresent,aresolutionispassedthatheorsheberemovedfromoffice(seeitem26.6oftheArticlesofAssociation,Appendix1).

vi. theMemberceasestobeacompanymemberoftheARTICLE19International.2.7.18.RegisterofInterestsofBoardMembersMembersarechosenpartlyfortheiractiveinvolvementinotherorganisations.Attimes,thiscancreateaconflictbetweenARTICLE19International’sinterestsandpersonalinterestsorresponsibilitiestootherorganisations.Theseconflictscanbeoftwokinds:

• Aconflictofinterest-whenamemberhasamaterialfinancialorotherinterestinaBoarddecisionordiscussioneitherdirectlyorthroughanotherorganisation:(oftenaboutmoney).


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• Aconflictofduty-whenamemberhasadutytoanotherorganisation,forexampleasadirectororemployeethatisrelatedtoaBoarddecision,discussionorpublicstance:(splitloyalty).

MembershaveanannualdutytorecordallrelevantprivateinterestsanddutiesinARTICLE19’sRegisterofInterestsofBoardMembers.TheRegisterincludesthefollowing:

• BoardMemberships• Directorships• EmploymentorothercloserelationshipswithotherNGOs,charities,institutionsandcompanies,

bothnon-profitandprofitmaking• BroaddescriptionoffinancialinterestsofMembersortheirimmediatefamiliesthatarematerial

inthesensethateithertheinterestexceeds1percentofanorganisationortheinterestexceeds1percentofamember’sortheirfamily’swealth.

TheRegisterexcludesthefollowing:

• Property• Governmentsavingsschemesandholdingsinpensionfundsortrustsundermanagementbya

thirdparty• Membershipasapassivesupporterratherthanaleaderoractivememberofotherorganisations

suchascharitiesorpoliticalparties.TheRegisterservesasanannualreminderoftheissue.However,itisoflimitedvalueonitsownwithoutconstantvigilanceofpossibleconflictsofinterestorduty.ThefollowingprovidessomepracticalguidanceonbehaviouratBoardmeetings,basedonrecommendationsbytheUKNationalCouncilforVoluntaryOrganisations(NCVO):

• Anymemberwhohasaprivateinterestorduty,ascoveredbytheRegisterofInterests,inamatterunderdiscussionataBoardmeeting,shoulddeclarethenatureoftheirinterestordutyandwithdrawfromtheroom,unlesstheyhaveadispensationtospeak.

• Ifamemberhasanyotherinterestordutywhichdoesnotcreatearealdangerofbias,butwhichmightreasonablycauseotherstothinkitcouldinfluencetheirdecision,theyshoulddeclarethenatureoftheinterestorduty,butremainintheroom,participateinthediscussionandvoteiftheChair,inconsultationwithotherMemberpresent,agreestheycandoso.

• Ifinanydoubtabouttheserules,MembersshouldconsulttheChair.2.7.19.BoardexpensespolicyTheBoardTravelandExpensesPolicyisdevelopedinconsultationwiththeFinanceandGeneralPurposesCommittee(FGPC).Thepolicyaimstofosterefficiency,valueformoney,cost-effectiveness,transparency,andequitywithinARTICLE19International,andisupdatedperiodically.ThispolicysetsoutthebasisonwhichARTICLE19International’sMemberexpenseswillbepaidandtheprocessforclaiming.TheguidancealsorelatestoalllocalBoardswithregardstoprinciplesofvalueformoneyandgoodpracticeinthesector.ThefullpolicycanbefoundinAppendixVI.2.7.20BoardCommitteesThemainresponsibilityofCommitteesoftheBoardistosupporttheBoard.CommitteesdonottakeanydecisionthatiswithinthestatutoryroleoftheBoard.ACommitteemaymakeinterimoperational


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decisionsthatwillleadtoafinaldecisionbytheBoard.ThepresentCommitteesandtheirsummaryrolesareasfollows:(a)`FinanceandGeneralPurposesCommitteeconvenedbytheTreasurer:

• Income• Resourceallocationandexpenditure• Investment.

(b)InternationalGovernanceCommittee(GSC):

• Governancestructure,standards,processes• BoardMembers’electionguidelines,recruitment,induction,capacitystrengthening• AssociationandAffiliation• Governancereviews.• Boarddevelopment

2.7.21AppointmentofCommitteeMembersMembersofCommitteesaresuggestedbytheChairforapprovalbytheBoard.TheBoardshouldsatisfyitselfthatatleastonememberofeachCommitteehasrecentandrelevantexperienceintheCommittee’sareaoffocus.2.7.22.Co-optedCommitteeMembers/MembersToimprovetheireffectiveness,Committeesmayco-optpeoplewithrelevantskillsorexpertisewhilekeepinginmindfinancialimplications.Co-optedmemberscanalsobeinvitedtoadvisethefullBoardonaspecificareaofinterestandexpertise.Atnotimecanthenumberofco-optedmembersonaCommitteeexceedthenumberMembers(Trustees)ontheCommittee.Aco-optedmemberisproposedtotheBoardbytheInternationalGovernanceCommitteeinconsultationwiththerelevantCommitteeChairs.Sourcesofco-optedMembersare:

• AffiliateandAssociateMembersandex-BoardMembers• Ex-MembersoftheinternationalBoard• Individualswithrelevantskills

Co-optedMembersofCommitteesoperateinthesamewayasBoardMembersonCommitteesininforming,discussingandvoting.Co-optedmembersofaCommitteecanbeagoodwayforapotentialBoardmemberorofficertolearnmoreaboutARTICLE19’sworkandbecomeknownbyARTICLE19BoardMembersandstaff.2.7.23.ChairsofCommitteesChairsofCommitteesaresuggestedbytheInternationalChairforendorsementbytheBoard.2.7.24ConductofCommitteemeetingsCommitteemeetingsarescheduledtofittheBoard’sworkplan.PapersandagendaforeachCommitteemeetingarecirculatedwithadequatetimeforcommitteeMemberstoprepareforthemeeting.InthecaseoftheAuditandRiskCommittee,thismeansatleastoneweekbeforethemeeting.


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AnyCommitteemeetingmaybeconducted,andthequorumsatisfied,withsomeMembersjoiningelectronicallyorbyteleconference.ThequorumofeachCommitteeistwoBoardMembers.Committeesmayseekprofessionaladviceonmatterswithintheirtermsofreference.AtleastoneseniormemberoftheInternationalSecretariatattendseveryCommitteemeeting.AmemberofstafftakesminutesateachCommitteemeeting.AllBoardMembersreceivecopiesoftheminutesofformalmeetingsofallCommittees.2.7.25.ConflictsofinterestanddutyCaretoavoidconflictsofinterestanddutyisnecessaryforBoardMembersintheirworkonCommitteesjustasmuchasintheirworkontheBoard.TheguidancetoBoardMembersinsection2.7.4equallytoco-optedmembersofCommittees,includingtheneedtocompletetheRegisterofInterestseveryyear.2.7.26.AnnualreviewandreflectionThroughasimpleannualreviewandreflection,eachCommitteeassessesitsowneffectivenessasateamandindividually.ThistakesplaceeveryyearinparalleltotheBoardprocesssothatresultscanbecombinedinanoverallreporttotheBoard.2.7.27.TheInternationalOfficeThepowersandfunctionsoftheInternationalOffice,arebasedonArticle30oftheInternationalConstitution.Theyare:

a) ManagingthedevelopmentandimplementationofandcompliancewiththeARTICLE19International’svalues,vision,mission,strategies,policies,standardsandsystems.

b) Strengtheningcommunicationlinkages,collaborationandpartnershipwithinARTICLE19InternationalanditsMembers.

c) ProvidingsupporttoAffiliates,RegionalOfficesandCountryProgrammes.d) Strengtheningasharedandcoherentcultureandidentityacrosstheorganization.e) Seeking,exploringanddevelopinglinkswithpotentialnewpartners.f) Managinginternationalormulti-countryprogrammes.g) Managingworkinaterritorywherethereisnonetworkmember.h) Managinginternationaladvocacy,research,policydevelopment,publiceducationand

campaigning.i) Developing,strengtheningandmanagingrelationships(includingpartnerships)withinternational

(supra-national)organisations,institutions,alliances,networksandcoalitions.j) ManagingthefinancesoftheorganisationundertheoversightoftheTreasurer.k) Ensuringaccountability,learning,planning,performanceandimpactmonitoring,reviewand

assessmentsystemsareestablishedandoperateinlinewiththevalues,vision,mission,strategiesandpolicies.

l) ResolvingdisputesandasnecessaryreferringcasestotheInternationalBoard.m) ManagementofthewebsiteandotherelectronicgatewaystoARTICLE19International.n) ManagementofexternalandinternalcommunicationsfortheARTICLE19International.o) SupportingchairsofRegionalBoardsandAffiliates.p) EngagingwithandprovidingsupporttoMembers’governancestructuresthrough

strengtheningcapacityandpromotinglearning.q) ProvidingsupporttotheinternationalBoardandGeneralAssembly.


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3. DISPUTERESOLUTIONConflictsbetweenAffiliatesandtheInternationalOffice,betweenMembersandtheBoardandbetweentheBoardandtheInternationalOfficeareusuallyresolvedbythoseconcernedbetweenorwithassistancefromleaderssuchastheBoardChair,theChiefExecutiveandChairsofnationalBoards.ConflictswithinmanagementaresoughttoberesolvedbymanagementprocesseswithoutreferencetotheBoardorGeneralAssembly.TheexceptioniswhistleblowingorgrievanceprocessesthatconcerntheChiefExecutive,inwhichcasetheChairoftheBoardestablishesaBoardprocesssuchasanadhocBoardCommitteetoinvestigatethematter.Disputesrequiringtheprocessesdescribedinthischaptershouldberare.MostissuesthatmayemergearemattersofpolicyandpracticethatarebetterresolvedthroughinformaldiscussionsandtheformalprocessofmovinganddiscussingMotionsatGeneralAssemblymeetings.3.1 GeneralprinciplesofdisputeresolutionDisputeswithinARTICLE19shouldberesolvedinaccordancewiththefollowingprinciples:

• Damagetothemissionandpoorandexcludedpeopleisminimised.• DisputesareconductedcourteouslyinaccordancewithARTICLE19’International’svaluesand

federalprinciples.• Allpartiesinadisputearegivenafairhearing.• Ifonepartyconsidersthereisadisputethenthereisadispute.• Presentationsanddocumentsareclear,briefandfocusedonthedispute.• ThebasisforconductingdisputesisthefullsetofrelevantdocumentsincludingtheConstitution,

otherAgreementsandthisdocument.• Costsoftimeandmoneyareminimised.• RiskstoARTICLE19’sreputationareminimised,observingstrictconfidentialitywherenecessary.• TheChairmakesfinalandbindingdecisionsontheprocessofdisputeresolutionatBoardlevel.

TheGeneralAssemblyChairmakesfinalandbindingdecisionsontheprocessofdisputeresolutionatGeneralAssemblylevel.

• Referraltoexternalarbitrationistheonlyalternativetoresolutioninternally.3.2.BoardprocessesofdisputeresolutionTheprocessfortakingadisputetotheBoardisasfollows:

a) OneofthepartiesmakesawrittensubmissiontotheChairoftheBoardwithaformalb) requestforresolutionofthedispute.Therequestincludes:

i. Summaryofthedisputeii. Statementofwhichpartiesareinvolvediii. Thecontextofthedisputeiv. Theparty’spositionv. Theparty’sproposedsolution,linkedtoARTICLE19’smissionandvalues

c) IftheBoarditselfinitiatestheprocess,theBoardcreatesasimilarsubmission.d) TheChairdecideswhethertoconducttheprocessher/himselforwhethertoestablisha

Taskforceontheissue.


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e) TheTaskforcemaybechairedbytheChairorbyanotherBoardmember.MembersoftheTaskforceareMembersand,ifnecessary,asmallnumberofotherpeoplewithrelevantexpertise.TheTaskforceshouldbesmallandreasonablybalancedingenderandotherqualities.

f) Within14daysofreceiving(orwriting)suchassubmission,theBoard/TaskforceChaircopiesthesubmissiontoallothernamedpartiesandrequeststhemtosendwrittensubmissionsthatincludethefollowingwithinafurther14days:

i. Theparty’sposition/replyii. Anychangestothesummaryofthedisputeiii. Anychangestowhichpartiesareinvolvediv. Theparty’sproposedsolution,linkedtoARTICLE19’smissionandvaluesv. TheBoard/TaskforceChaircontactsanyadditionalpartiesnamed,seekingwritten

submissionsinthesameformat.g) Onceallwrittensubmissionshavebeenreceived,theBoard/TaskforceChairarrangesforcopies

ofallthesubmissionstobesentto:i. Allpartiesthathavemadesubmissionsii. AllBoardMembersiii. AllMembersoftheTaskforce,ifany

h) TheBoard/TaskforceChairspecifiesadateonwhichtheBoard,advisedbytheTaskforceifany,willconsiderthedisputeinahearing.ThehearingshouldnormallybeplannedaspartofthenextBoardmeeting.IftheBoardChairconsidersitnecessary,aspecialmeetingoftheBoardmaybeconvenedforthehearing,nolessthan14daysafterallwrittensubmissionshavebeencirculatedasinstepe)above.

i) TheBoardand/ortheTaskforce,ifany,mayseekprofessionallegalorotheradviceatanypoint,includingduringthehearing.

j) TheChair,orinher/hisunavoidableabsencetheViceChair,chairsthehearinganddeterminesitsprocess.

k) IncaseswhereanappealtotheGeneralAssemblyispermitted,theappealmustbemadewithin7daysoftheendofthehearing.

3.3.GeneralAssemblyprocessesofdisputeresolutionTheprocessfortakingadisputetotheGeneralAssemblyissimilarasfollows:

a) OneofthepartiesmakesawrittensubmissiontotheGeneralAssemblyChairswithaformalrequestforresolutionofthedispute.Therequestincludes:

a. Summaryofthedisputeb. Statementofwhichpartiesareinvolvedc. Thecontextofthedisputed. Theparty’spositione. Theparty’sproposedsolution,linkedtoARTICLE19’smissionandvalues

b) TheGeneralAssemblyChairsestablishesaGeneralAssemblyTaskforceontheissue.TheTaskforcemaybechairedbytheGeneralAssemblyChairsorbytheGeneralAssemblyrepresentativeofaMember.MembersoftheTaskforceareGeneralAssemblyrepresentativesandasmallnumberofotherpeoplewithrelevantexpertise.TheTaskforceshouldbesmallandreasonablybalancedingenderandotherqualities.


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c) Within14daysoftheestablishmentoftheTaskforce,theTaskforceChaircopiesthesubmissiontoallothernamedpartiesandrequeststhemtosendwrittensubmissionsthatincludethefollowingwithinafurther14days:

a. Theparty’spositionb. Anychangestothesummaryofthedisputec. Anychangestowhichpartiesareinvolvedd. Theparty’sproposedsolution,linkedtoARTICLE19’smissionandvaluese. TheTaskforceChaircontactsanyadditionalpartiesnamed,seekingwrittensubmissions

inthesameformat.d) Onceallwrittensubmissionshavebeenreceived,theTaskforceChairarrangesforcopiesofall

thesubmissionstobesentto:a. Allpartiesthathavemadesubmissionsb. AllmembersoftheTaskforce

e) TheTaskforceChairspecifiesadateonwhichtheTaskforcewillconsiderthedisputeinahearing.ThehearingcouldcomejustbeforethenextGeneralAssemblymeetingtominimisecosts.

f) TheTaskforcemayseekprofessionallegalorotheradviceatanypoint,includingduringthehearing.

g) TheTaskforceChair,orinher/hisunavoidableabsenceanalternativeelectedbytheTaskforce,chairsthehearinganddeterminesitsprocess.

h) Ifallpartiesaccepttheresultofthehearing,theprocessendswitharecordoftheoutcomeincludingconsequentactionsandanylessonslearned.

i) Ifoneormoreofthepartiesdonotaccepttheresultofthehearingtheymayappealwithinsevendays.ThefullGeneralAssemblythenhearstheissue,throughaprocesstobedecidedbytheGeneralAssemblyChairs,advisedbytheTaskforceChair.

j) IftheGeneralAssemblyChairsconsidersitnecessary,aspecialmeetingoftheGeneralAssemblymaybeconvenedforthesecondhearing,nolessthantwomonthsaftertheappeal.

3.4.ExternalprocessesofdisputeresolutionEitherpartyinadisputemayrequestthatthedisputeshouldbereferredtoexternalarbitration,asdescribedintheMoUinsuchacase:

a) ThedisputeisfinallysettledinaccordancewiththeArbitrationRulesoftheNetherlandsArbitrationInstitute.TheprocedureisconductedinEnglish.

b) Uponagreeingforarbitration,thepartiesforfeitallotherinternalresolutionprocesses.c) Thedecisionofthearbitratorisdeemedfinalandbindingontheparties.

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