Indianapolis Discovery Network for Dementia Malaz Boustani, MD, MPH Decision Making Process & Governing in IDND

IDND VISION The vision of the Indianapolis Discovery Network for Dementia is to become the international authority in unifying clinical care and clinical research in dementia; thus, decreasing the global burden of dementia ( Aging Brain related disability ) for future generations.

IDND Mission Building a local, diverse, and sustainable Aging Brain “Think-Tank”. (a) facilitate conducting dementia ( aging brain ) implementation research & clinical research activities that meet the local research, clinical, and community needs; (b) promote a culture of discovery, cooperation, and team work among its diverse members; and (c) disseminate knowledge and innovations in dementia care ( aging brain ).

IDND Values The members of the IDND value –excellence, cooperation, creativity, Integrity, –the role of clinical research as a tool to enhance the quality of life for individuals suffering from dementia ( aging brain ). They strive to create an environment that facilitates information exchange among diverse, autonomous, and collaborative individuals.

Agenda Within the RI support, explore various options to –Group based decision making in IDND –Operational positions within IDND –Leadership positions within IDND –Processes to govern IDND Discuss the process of writing the Bylaw of IDND

Ideal Group-Based Decision Making Participation: Every member is a stakeholder with a voice Transparency: Free flow of information Consensus: Nurture diversity Responsiveness: Rapid, loud, and clear decision Equity: All have opportunities to become involved Effectiveness: Resource reallocation to produce best results Accountability: Decision-makers responsible to stakeholders Strategic vision: Sensitive to the ever-changing local needs

Why? Our success as effective and innovative social network Local and national Institutions are watching Growing number of initiatives and projects Maintaining IDND members’ trust Directing and leading IDND future Prioritizing and managing IDND time and resources Managing and sustaining our success Preventing or managing future crisis Keeping IDND a life for another decade

Next steps Conversation and interaction – based communication –Consultancy in Nov Filling the positions Writing the Bylaw Voting Start governing by January 2011

Governance Models Strategic Governance Model Policy Governance Constituent Governance model Business Governance model

Operational Positions within IDND Executive Director –Part time to full time paid position –Role –Responsibility –Qualification Executive Secretary –Part time to full time paid position –Role –Responsibility –Qualification

Leadership Positions within IDND President (volunteer) Chief Operation Officer (Volunteer) Chief Research Officer (Volunteer) Chief Educational Officer (Volunteer) Chief Community Advocacy Officer (Volunteer) Chief Information Officer (Volunteer)

Processes to Govern IDND Board of Directors –Election process to positions –Serving terms –Voting –Strategic planning –Responsibility

Tools for Collaboration –Need to establish clear goals (reports addressing achievement of each goal) –Newsletters, s keep all parties informed –Link to agency websites –Seamless access to network resources –Multiple organizations-keep own identity –Define organization: who are we & how do people see us –New partners late in the game when already developed; see end outcome and bring in ALL partners even if not utilized right away (grantee-expectations) –Terminology –Be open minded and transparent, recognize cultural differences