The GRLI operates with an adaptive purpose-driven organisational framework which continues to evolve as the work of the GRLI Community develops and changes. This philosophy is embodied in the GRLI’s organising structures and in its governance model.
The GRLI is currently organised and governed through the following core entities:
Guardians of the GRLI Council
Full institutional partners are at the heart of the GRLI and constitute the Council of Partners. Whereas the Board is legally and financially responsible for the GRLI and the Support Centre runs its operations and manages projects, the Guardian Group works, on behalf of the Council of Partners and with the Support Centre and the Board to uphold the vision, mission and operating ethos of the GRLI and to ensure all three elements are actively supported, acted upon and visible in the GRLI and in all related activity.
The following principles underpin the work of the Guardian Group:
- We work collaboratively and out of a peer based approach
- With openness and transparency both within the Group and the Community
- With a willingness to challenge and be challenged
- Freely contributing to the development of the GRLI and the Council of Partners
Guardian Group Activities:
- Design and facilitate Council meetings
- Identify emerging new impact initiatives within the partnership
- Encourage an involved, active and influential GRLI partnership
- Contribute to the overall good governance of the GRLI by co-designing and co-facilitating transparent and robust processes to ensure Partner representation in the Governance structures of the GRLI
Manager: Governance - GRLI
Human Ressources Director - Yellowwoods
Julia Christensen Hughes
Dean - University of Guelph College of Business + Economics
Professor of Managerial Behavior, Associate Dean Strategic Development and Internationalization, Director Postgraduate Education - Maastricht University School of Business and Economic
Board of Trustees
As an organisation, we are enabled formally as a Foundation established under Belgian law. This Foundation and its workings in terms of a formal governance model are described in attachment 3. The board of the Foundation has primarily a fiduciary responsibility relating to the proper management of resources entrusted to the community and the functioning of the Co-ordination Centre.