JO-IN MANAGEMENT STRUCTURE

This document is to ensure that adequate policy and systems are in place to enable Jo-In to meet its goals and that policy has been fully considered

Purpose and role of the Chair

The purpose of the office of Chair is to provide leadership, overview and co-ordination of the Jo-In project and the Jo-In Steering Committee. Three key functions are:
1. Chairing the six member Jo-In Steering Committee to ensure policy decisions are both presented to the Steering Committee and appropriately considered.
2. An internal and external ambassadorial role, leading on high level contact with appropriate national and international organisations;
3. Advising the International Project Manager.

Purpose and role of the Steering Committee

The Steering Committee of the Jo-In Initiative is made up of representatives from six organizations. These representatives will normally be at the top of their respective organizations; if they are not at the very top they will at least have decision-making authority. The six organizations are:
- Clean Clothes Campaign
- Social Accountability International
- Fair Wear Foundation
- Workers Rights Consortium
- Ethical Trading Initiative
- Fair Labour Association
The members of the Steering Committee have the right to designate an alternate person from their organization to be present at the Steering Committee meetings. However, the project will only fund the travels expenditures of one person per organization to the Steering Committee meetings.

Decision making role of the Steering Committee

All policy decisions in the Jo-In project shall be taken by the Steering Committee. Simply put, the role of the Steering Committee is to ensure that Jo-In has clear strategic direction and adequate policy. The role of the International Project Manager in this regard is to draft strategy and policy in consultation with the Members of the Steering Committee, and to ensure that those decisions are implemented. However, the nature of the differences between the six organizations, both in structure and strategy, means that some issues that would normally be regarded as ‘operational’ are politically important for the different organizations involved in Jo-In. This implies that operational decisions should become Steering Committee considerations if they:
- Have an impact on the way the six organizations are reflected in the eyes of the public or project stakeholders . It is the responsibility of the International Project Manager to ensure that all communications are conducted in a manner that accurately reflect the facts and does not have a negative bearing on any of the six organizations;
- Relate directly to the operational differences between the six organizations. For example, the way in which worker interviews are conducted or which factory assessment techniques to use all need to be agreed upon by the Members of the Steering Committee. Once agreed, the operational strategy becomes the responsibility of the International Project Manager and the Local Coordinator. In case where agreed operational strategy conflicts with the realities on the ground and cannot be carried out as foreseen, it will be become the responsibility of the International Project Manager to inform the Steering Committee and propose alternate solutions. In cases where time does not permit consultation, for example when decisions need to be made within the same day, the International Project Manager will notify the Steering Committee in a timely fashion to explain any divergence in agreed operational strategy.

All decisions by the Steering Committee shall be taken by consensus. In the event of disagreement, every effort shall be made to find compromise solutions to the issues at hand. In cases where no consensus can be reached, the decision at hand may be put to a majority vote, provided that all members of the Steering Committee agree to this option. The IPM and Chair will make every effort to obtain an early alert on difficult issues and prepare for a fuller understanding of viewpoints by offline discussion one-on-one with specially interested parties prior to Steering Committee meetings or calls.

Representational and communication role of the steering committee

It would be counter-productive to define detailed parameters for the representational role of the Members of the Steering Committee and the International Project Manager. However, any senior level contact with representatives from Global Unions, NGO’s and Multinational Brands should normally be the responsibility of members of the Steering Committee and the Chair. The Multi-stakeholder Initiatives (MSI’s) represented on the Steering Committee will continue to be responsible for communication with their member brands that are involved in the Jo-In initiative. However, the International Project Manager will regularly be in contact with designated people from trade unions, NGO’s, brands and government and business organizations who are involved as stakeholders in the day-to-day running of the Jo-In initiative. Project newsletters and updates to all project stakeholders are the responsibility of the International Project Manager, as outlined in the communication document agreed in September 2005 by the Steering Committee. Key project documentations (such as major reports, terms of engagement, guidance documents, the Jo-In code of conduct, etc.) are the responsibility of the Steering Committee; project staff may be asked to play a facilitating role where necessary and appropriate.

Management performance review and oversight

Although it is the function of the Steering Committee to formally review the performance of the International Project Manager, the Chair and a designated member of the Steering Committee will monitor progress against the targets agreed by the Steering Committee in regular meetings throughout the year. In this respect, the Chair will act in an advisory capacity to the International Project Manager including providing advice on the development and definition of policy proposals to be considered by the Board. The designated person by the Steering Committee will have a consultative/supervisory role to the International Project Manager. He/she will have, at a minimum, bi-monthly telephone conversations with the International Project Manager to discuss how the project objectives are being met. Similarly, the International Project Manager will review the objectives and performance of the Local Coordinator. The Local Coordinator in turn may designate a person from the Steering Committee with whom any complaints/disputes may be raised.

The IPM will oversee the hiring process of key project personnel , including the Local Coordinator, but the hiring process and terms of reference for these positions must be approved prior by the Steering Committee. The IPM will then make recommendations and referrals on the top candidates to the Steering Committee. The final decision of the hiring of ‘key project personnel’ lies with the Steering Committee and/or a sub-group of the Steering Committee, provided that this sub-group has been decided upon by the entire Steering Committee.

The International Project manager has to responsibility to hire, monitor and review the performance of all other project staff, including consultants and subcontractors. While the IPM is encouraged to consult the Steering Committee on human resource decisions, the ultimate decision lies with the IPM. However, in the event that a human resource decision is the cause for serious and legitimate concern for one or more of the members of the Steering Committee, the decision may be blocked by the Steering Committee only as a last resort.

Financial oversight and remuneration

The Steering Committee established a finance subcommittee in the meeting on 4th of October 2005, in Istanbul. This committee, consisting of representatives from MSI’s who have received funds for the Jo-In project, will work together with the International Project Manager to monitor, provide oversight to, and agree the budget. The International Project Manager is responsible to the finance subcommittee to make sure that all spending occurs according to the regulations outlined by the funding agency. All members of the Steering Committee will continue to be responsible to address any shortfalls in funding.

All funding received by the MSI’s will be directed to ETI, which is the MSI responsible for handling all the logistical, bookkeeping and financing arrangements not carried out by the Jo-In project team. Once every four months, the International Project Manager will travel to London, where ETI is based, to carry out any unfinished administrative and accounting details.

Changes in the remuneration of the International Project Manager need to be approved by the entire Steering Committee. Changes in the remuneration of the Local Coordinator need to be approved by the International Project Manager and the finance subcommittee.

Purpose and role of the International Project Manager (IPM)

The duties of the International Project Manager were defined during the recruitment process. This paper offers further clarity on the Managers’ role by defining policy responsibilities and areas of potential overlap between the Project Manager, the Chair and the Steering Committee. Key roles and responsibilities of the International Project Manager are:
- Manage the day-to-day running and implementation of the project;
- Manage, direct and review all human resources, including the local coordinator and any secretarial staff. The IPM will also design terms of reference for, recruit and manage the work of short-term consultants as required.
- Prepare, attend and record minutes of Steering Committee Meetings and conference calls;
- Regularly communicate and consult with, and implement decisions adopted by the Steering Committee;
- Ensure timely communication and consultation with all project stakeholders. Ensure that the website is updated and that bi-monthly electronic updates are sent out to stakeholders;
- Prepare, update and manage the project budget. Make sure that the project is on time and within the agreed budget, and that all financial records are kept;
- Oversee all technical papers of the project and submit to the Steering Committee for approval;
- Write up any project findings and policy issues for the consideration of the Steering Committee and other project stakeholders;
- Represent the Jo-In initiative at international and national conferences.

Purpose and role of the Local Coordinator

The duties of the Local Coordinator (LC) were also defined during the recruitment process. The duties are now slightly changed, as the IPM is currently also located in Turkey. The key roles of the local coordinator in the Jo-In project are as follows:
- Oversee the day-to-day activities of the project in Turkey;
- Communicate and consult with Turkish stakeholders on a regular basis;
- Organize meetings and workshops;
- Identify local consultants and assist the IPM in hiring and managing these consultants;
- Work with, consult and raise awareness with those production facilities that have agreed to test the draft Jo-In Code;
- Together with the IPM, organize and oversee the project trials and assist in drafting the outcomes;
- Help develop any materials required for implementation guidelines;
- Manage Turkish expenditures of the project budget;
- Submit to the IPM a bi-monthly list of tasks and priorities and carry out as agreed with the IPM;
- Gather details of implementation procedures used by participating companies (brands) in Turkey;
- Assist IPM in documenting key learning points of the project;
- Represent Jo-In at national and international conferences as required.

 
 

© 2003-06 Joint Initiative on Corporate Accountability & Workers' Rights
All Rights of Copyright and Trademark holders Reserved