AEIAG as a modern paradigm adapts the collective Models of Governance of its Owner-Partners:
Team Approach to Modern Paradigmatic and Progressive Social Governance Systems Enabled by Policies, Procedures and ICT Systems
Team approach requires a paradigm shift in governance and management. It has been decided to adapt these modern governance and Management styles for the rank and file of the Organization in order to avoid hierarchical governance system.
Team approach is embedded in the AEIAG Governance and Management System. It streamlines roles, effectiveness and efficiency and makes sure everyone knows what is going on, avoiding duplication of roles and activities. Team Approach explores a combination of vertical, Horizontal, cyclical and circular governance systems to make governance interactive, participatory and open by making personnel play roles at different levels of the Governance system based on Capacities, interests and expertise. In this manner less emphasis is placed on post/positions and instead on Leadership, responsibilities, roles (which can be rotational), performance, results, commensurate and equitable compensation (including deliverable and performance related pay such as bonuses and cash rewards for achieving/or exceeding clear cut quantifiable targets which are prior agreed). For remuneration several approaches can be used to lift off burden of finance from the Organization by allowing among others contracting, consultancy, challenge fund raising and associated compensations as possible top-ups .These have potential for reducing power struggles, turf war syndromes, conflicts and break-ups which have been the bane of the Corporate World and more so in Africa.
This builds Personnel capacity also by among others engendering adaptation, versatility, humility, flexibility, accessibility, assurance of power sharing relationships, de-monopolization and devolution of power and resources. Periods of responsibilities, roles and committees tend also to be shorter for rotation and reassignment as relevant for the benefit of diverse experiences and reduction of adverse secrecy, corruption and funnel effect which has plagued the Corporate World in recent times. In such a social governance approach, every person’s contribution is important and thus de-emphasizes centralization of power in individuals instead of teams/ and committees. Fear and suspicion which becomes the crucible for hatching malice, evil and sabotage are thus expelled as a result and governance becomes both serious and fun. In this transparent governance manner, sometimes separate board, Management and Staff are not necessary at all. The reason AEIAG does adopt an Executive Management Board System for its leadership holders drawn from the Team Leaders.
To avoid conflict of interest, however, in the management of such a system, The Secretariat, Sectors, Committees and Teams depend on a professional approach guided by gamut of corporate systems, policies, procedures, manuals embedded with ethical standards, guided by best practice Values and Principles which are frequently reviewed and revised for effectiveness, efficiency, professional performance and results.
Open flow of information and communication is a cardinal principle in the workings of this system. Such a system lends itself to the paradigm shift that has characterized modern transparent and inclusive Social management systems which is exhibited and heightened by the use of Information Communication Technology (ICT) and Social Media and other virtual platforms for modern communication and Organization. This overcomes distance, location or geography which allows relevant mobility of personnel without compromising continuity and high speed, with the use of smart technologies. Physical offices though important in many respects especially for geographical location of the body corporate yet it is not necessarily a condition for effectiveness and efficiency and therefore several shared options of infrastructural facilities are explored in partnership with other partners.
In this manner Personnel performance are not measured on how many times they are present in the Secretariat per se, but more so on a set of agreed Targets and Deliverables, thus enabling people to work even from home or the field (if they so choose), once the targets can be reached and deliverables can be quantified and qualified. This makes sure that a National or Continental Organization with a small Secretariat is even possible. ICT therefore plays a pivotal role in AEIAG-Secretariat, Sectors, Committees and Teams in Governance systems. This requires a system for a full-proof virtual Network platform guided by ICT Policies embedded with assurances of relevant security controls.
Dr. Gabriel Gbiel Benarkuu-Executive President
Nelson Godfred Agyemang-Executive Vice President-Strategic Partnerships and Investment
William Awuku-Senior Vice-President-Portfolio Leadership and Financial Innovations
Dr. Akinyinka Akinyoade- Vice-President-Policy Research, Monitoring and Evaluation
Kweku Temeng-Vice-President Corporate Affairs
Ebenezer Osei Opoku Esq.-Vice-President-Legal and Due Diligence
Theo Adjokor Sowah- Vice-President-Greenfields, Gender and Emerging Themes
Dr. Andrew Nkansah-Vice-President- Engineering and Technical
Alex Boakye-Vice-President- Energy
Vice-President-Entrepreneurship and Business Development
Vice-President- Investment and Equity Funds
Vice-President- Infrastructure, Transport and Communication
Address Premises of Ghana Coalition of NGOs in Health. Opposite Prince of Peace Clinic New Fadama. Accra-Ghana