establishing the legitimacy of a conventional, sector-specific Representative Body

establishing the legitimacy of a conventional, sector-specific Representative Body

…meaning an Association, Council or Cluster Organization

some disambiguation

…distinguishing between the Conventional and the Contemporary

This article considers only the conventional representative bodies which are expected to have a standard structure and abide with / by established rules and conventions.

Convention (according to Cambridge Dictionary):

  • a usual or accepted way of behaving
  • the accepted or traditional method of doing something

Contemporary Representative Bodies are considered in a separate – dedicated – LinkedIn article.

the criteria for establishing legitimacy

…which should be “self-evident”

  • not have a “president for life”
  • include a Treasurer – amongst the complement of office-bearers
  • hold regular elections (usually, annually) – for all “office bearers”
  • have a fee-paying membership (with the number of members made publicly known)
  • have a constitution
  • be formally registered as a “not for profit” Legal Entity
  • have established rules on who is eligible for membership
  • be associate with a set of Objectives and Key Results (OKRs)
  • have a clearly-defined raison d'être (reason or purpose for the representative body’s existence)
  • be financially self-sufficient – and not rely on subsidies, grants or other “handouts” (from some "authority") for its viability - which, inevitably creates dependency and obligations
  • not be reliant on - or beholden to - any “patrons”, sponsors, special interest groups or individuals
  • not be subservient to – or “manipulatable” by - outside “interests”
  • serve and support the professional interests of its members
  • not serve the interests of any country – or specific individual
  • not engage in commercial activities – or any activities which compete against those of its members
  • be apolitical and secular
  • not aim to play an “academic” role (i.e., avoid aiming to be “anything and everything “– for “one and all”)
  • not to have a dual (parallel) governance structure (e.g., Executive Board and Board of Directors) – and certainly not have a “Board” where the board members are “appointed” for an indefinite period

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