GFCH Officer Values and Responsibilities

For an overview of the GFCH structure, please see our Organization Chart graphic here.

Values of the Volunteer Officers of the 5-2035 Global Foundation For Community Health (GFCH)

Officers of the GFCH commit to highest ethical conduct.  They understand that the task of curbing CNCD (chronic non-communicable diseases; related preventable conditions of type II diabetes, stroke and cardiovascular diseases) in Mauritius will require sustained community action, neighbors helping neighbors, in a generational struggle. While conducting the affairs of the GFCH, officers will promote a safe, apolitical and respectful environment.  Officers of the GFCH do not discriminate based on gender, religion, national or ethnic origin, or race.  They understand that behavioral change towards better health is a trial and error but constant effort approach towards curbing CNCD.  Officers are mindful not to be judgmental of people’s choices and will never engage in coercive practices to achieve any goals.  They will work within regulatory and local legal framework together with content experts, stakeholders and government officials to effect change for better health through the 5-2035 vision in Mauritius a model for the rest of the world.

 

Responsibilities of GFCH Officers (in alphabetical order)

CHIEF DEVELOPMENT OFFICER

Responsibilities

Development

  • Design, support and partner with others in the executive leadership team (ELT) and the leadership teams (LT) on all major fundraising initiatives
  • Actively work with the ELT and the LT to develop and implement a comprehensive development strategy to include corporate, foundation, government grants, etc.
  • Have primary responsibility for development and execution of all proposals; write and archive all proposals with a long-term relationship-management approach

Strengthening infrastructure and operations

  • Oversee research funding sources and trends, with foresight, to help position the GFCH ahead of major funding changes or trends
  • Collaborate with the President, the Executive Director, the Chief Operating Officer and the Chief Financial Officer to develop and implement the GFCH’s financial strategy
  • Monitor all donor information; provide and present statistical analysis to other members of the ELT
  • Monitor and report regularly on the progress of the development program

Program Development

  • Drive the recruitment and retention of LT for the GFCH 7-Nation strategy of grassroots mobilization
  • Develop and implement a stewardship program aimed at cultivating deeper ties with donors
  • Identify, develop, and mentor the development team

CHIEF DIGITAL OFFICER

Responsibilities

Leadership & Management

  • Work with the other members in the executive leadership team (ELT) and the leadership teams to map digital capabilities to strategic priorities to optimize the GFCH’s footprint in the worldwide web to reach as many people as possible in Mauritius, and around the world.
  • Develop ways to attract and retain GFCH volunteers to maintaining our presence, expansion and efficiency on the worldwide web.

Strengthening infrastructure and operations

  • Develop and administer the digital project portfolio. Responsibility for actual deployment of digital solutions in line with the mission of the GFCH.
  • Be the “executive intermediary” during delivery of digital initiatives. This means enlisting involvement from others in the ELT and the LT to re-establish priorities, act as a coach, or serve as tiebreaker during the rollout of digital capabilities.

Program Development

  • Serve as the executive sponsor for digital process innovation. Work with the ELT and the LT to assess and implement new functionality or economies of scale that digital capabilities enable.
  • Be in touch with the preferences and needs of the visitors to our site in a two-way dialogue to improve empowerment of communities we will serve

CHIEF FINANCIAL OFFICER

Responsibilities

Financial Management

  • Review and approve preparation and finalization of monthly and annual financial reporting materials and metrics for the other members of the executive leadership team (ELT).
  • Oversee budgeting, financial forecasting, and cash flow for administration, existing programs, and proposed new programs.
  • Coordinate all audit activities.

Administrative Leadership and Management

  • Serve as a point of contact to the ELT on the organization’s financial, budgeting, and administrative processes—including HR, payroll, and benefits functions—with an eye to continuously developing and improving systems.

Program Recipient Mentoring

  • Develop successful and trusting relationships with the program recipients and create and sustain an environment at the GFCH that supports these relationships.
  • Teach / facilitate classroom activity to leadership teams, and serve as an advisor for community programs envisioned and facilitated by the GFCH.

CHIEF MEDICAL OFFICER

Responsibilities

Strategic vision and leadership

  • Collaborate with the advisers and other members of the executive leadership team (ELT) and leadership teams (LT) to refine and implement the strategic 5-2035 vision.
  • Drive the design, adoption, adaptation and implementation of the community health doctor (CHDr) curriculum working with local stakeholders and partners in Mauritius
  • Work with the President, Chief Nursing Officer (CNO) and Chief of Clinical Operations (CCO) to develop a collegial relationship between 5-2035 CHDrs and community health nurse practitioners (CHNPs)
  • The CMO will work with CCO and the CNO to deploy the human resources infrastructure which will enable piloting of the 5-2035 vision

Promotion of Clinical Excellence

  • The Chief Medical Officer (CMO) will be focused on patient safety while promoting the following central themes among 5-2035 health care professionals:
    – Communication and interpersonal skills
    – Professionalism and humanism
    – Diagnostic acumen
    – Skillful negotiation of the health care system
    – Knowledge
    – Scholarly approach to clinical practice
    – Passion for clinical medicine
    – Focus on pragmatism and frugal innovation

Promotion of Community Engagement

  • The CMO will be a central figure in promoting community engagement by deploying an increasing level of community involvement, impact, trust, and communication flow.
  • Working together with other members of the ELT and the LT, the CMO will promote outreach programs and improve consultation channels with communities.  The CMO will seek involvement, collaboration and shared leadership with the communities engaged with the GFCH.
  • The CMO’s office will be driven by the following guiding principles on community engagement:
    – Cultural sensitivity
    – Mutual understanding and respect
    – Focus on community empowerment
    – Teamwork
    – Focus on pragmatism and frugal innovation

Promotion of Research and Training

  • The CMO will be the face of research and training of the GFCH, working together with the other members of the ELT and the LT.
  • The CMO’s office will be driven by the following guiding principles on research and training:
    – Scientific rigor
    – Ethical integrity
    – Translational focus
    – Scholarship; knowledge seeker
    – Teamwork
    – Focus on pragmatism and frugal innovation
  • The CMO will engage the academic enterprise, promote publication of 5-2035 plan findings in peer-reviewed journals
  • The CMO will drive the long-term plan to be the founding publisher of the official peer-reviewed online scientific publication of the GFCH: The International Journal of Community Practice.

CHIEF NURSING OFFICER

Responsibilities

Strategic vision and leadership

  • Collaborate with the advisers and other members of the executive leadership team (ELT) and leadership teams (LT) to refine and implement the strategic 5-2035 vision.
  • Drive the design, adoption, adaptation and implementation of the community health nurse practitioner (CHNP) curriculum, working with local stakeholders and partners in Mauritius
  • Work with the President, Chief Medical Officer (CMO) and Chief of Clinical Operations (CCO) to develop a collegial relationship between 5-2035 CHNPs and community health doctors (CHDrs)
  • The Chief Nursing Officer (CNO) will work with CCO and the CMO to deploy the human resources infrastructure which will enable piloting of the 5-2035 vision

Promotion of Clinical Excellence

  • The CNO will work with CCO and the CMO, focused on patient safety while promoting the following central themes among 5-2035 health care professionals:
    – Communication and interpersonal skills
    – Professionalism and humanism
    – Diagnostic acumen
    – Skillful negotiation of the health care system
    – Knowledge
    – Scholarly approach to clinical practice
    – Passion for clinical medicine
    – Focus on pragmatism and frugal innovation

Promotion of Community Engagement

  • The CNO will work with CCO and the CMO in promoting community engagement by deploying an increasing level of community involvement, impact, trust, and communication flow.
  • The CNO’s office will be driven by the following guiding principles on community engagement:
    – Cultural sensitivity
    – Mutual understanding and respect
    – Focus on community empowerment
    – Teamwork
    – Focus on pragmatism and frugal innovation

Promotion of Research and Training

  • The CNO will work with CCO and the CMO promote research and training.
  • The CNO’s office will be driven by the following guiding principles on research and training:
    – Scientific rigor
    – Ethical integrity
    – Translational focus
    – Scholarship; knowledge seeker
    – Teamwork
    – Focus on pragmatism and frugal innovation
  • The CNO will work with CCO and the CMO to engage the academic enterprise, promote publication of 5-2035 plan findings in peer-reviewed journals
  • The CNO will work with CCO and the CMO to enable the long-term plan to publish the official peer-reviewed online scientific publication of the GFCH: The International Journal of Community Practice.

CHIEF OF CLINICAL OPERATIONS

Responsibilities

Strategic vision and leadership

  • The Chief of Clinical Operations (CCO) is the lead medical professional of the GFCH on the ground and heads the corps of community health doctors (CHDrs), and delegates leadership of managing the community health nurse practitioners (CHNPs) to the Chief Nursing Officer (CNO)
  • The CCO collaborates with the advisers and other members of the executive leadership team (ELT) and leadership teams (LT) to refine and implement the strategic 5-2035 vision.
  • Together with the Chief Medical Officer (CMO) and the CNO participates in the design, adoption, adaptation and implementation of the CHNP and CHDr curricula, working with local stakeholders and partners in Mauritius
  • Work with the President, CMO) and CNO to develop a collegial relationship between 5-2035 CHNPs and CHDrs
  • The CCO will work with CMO and the CNO to deploy the human resources infrastructure which will enable piloting of the 5-2035 vision

Promotion of Clinical Excellence

  • The CCO will work with CMO and the CNO, focused on patient safety while promoting the following central themes among 5-2035 health care professionals:
    – Communication and interpersonal skills
    – Professionalism and humanism
    – Diagnostic acumen
    – Skillful negotiation of the health care system
    – Knowledge
    – Scholarly approach to clinical practice
    – Passion for clinical medicine
    – Focus on pragmatism and frugal innovation

Promotion of Community Engagement

  • The CCO will work with CMO and the CNO in promoting community engagement by deploying an increasing level of community involvement, impact, trust, and communication flow.
  • The CCO’s office will be driven by the following guiding principles on community engagement:
    – Cultural sensitivity
    – Mutual understanding and respect
    – Focus on community empowerment
    – Teamwork
    – Focus on pragmatism and frugal innovation

Promotion of Research and Training

  • The CCO will work with CMO and the CNO promote research and training.
  • The CCO’s office will be driven by the following guiding principles on research and training:
    – Scientific rigor
    – Ethical integrity
    – Translational focus
    – Scholarship; knowledge seeker
    – Teamwork
    – Focus on pragmatism and frugal innovation
  • The CCO will work with CMO and the CNO to engage the academic enterprise, promote publication of 5-2035 plan findings in peer-reviewed journals
  • The CCO will work with CMO and the CNO to enable the long-term plan to publish the official peer-reviewed online scientific publication of the GFCH: The International Journal of Community Practice.

CHIEF OPERATING OFFICER

Responsibilities

Strategic vision and leadership

  • Serve as the internal leader of the organization; in a way, the Chief operating Officer fulfills the role of the Vice-President of the GFCH
  • Working  with other members of the executive leadership team (ELT) and the leadership teams (LT), create the strategic five-year plan and implement new processes and approaches to achieve it

Development

  • Together with the President, Chief Development Officer, co-lead and manage the GFCH’s funding applications.
  • Working with the President and the Executive Director develop and monitor the GFCH’s key performance indices, timelines and overall mission milestones.

Strengthening infrastructure and operations

  • Working together with the ELT and the LT, instill a human capital development and “coaching” culture within the GFCH

Program Development

  • Work with the national board of directors: present to the board at quarterly meetings and serve on several board committees
  • Drive the product marketing strategy and implementation for the GFCH both in Mauritius and internationally

COMMITTEE OF ELDERS MEMBERS – MAURITIUS LEADERSHIP

The committee of elders members (#TBD) will be the moral and ethical compass of the GFCH.  They will advise the executive leadership team (ELT) and the leadership teams (LT) on best cultural, regulatory, legal and medical practices on the ground.  They will be selected from senior citizens from all walks of life so as to represent full the rainbow nation that is Mauritius.  Their direct point of contact will be the Chief Operating Officer (COO).

COUNTRY DIRECTORS – 7-NATION LEADERSHIP

The Country Directors (6 regional office bearers: Australia, South Africa, Canada, France, British Isles and United States) of the 7-Nation leadership will report primarily to the Chief Development Officer (CDO) and secondarily to the President of the GFCH.  Their responsibilities will include promotion of the 5-2035 vision and GFCH membership drives in their region for expatriate Mauritians and friends of Mauritius to sign-up through the 5-2035.org website to form a global grassroots network that will enable acceleration of our 5-2035 mission.  The Country Directors will work closely with the CDO and the Chief Operating Officer (COO) to organize fund raising events and promote GFCH product sales.  The Country Directors will coordinate with the ground game and Mauritius leaderships to build a database of GFCH members and supporters.

DIRECTORS – GROUND GAME

The Directors (5 regional office bearers: North, South, East, West and Rodrigues) of the ground game leadership will report to the Senior Directors of the ground game endeavor.  They will learn geographic intelligence systems (GIS) and systems engineering tools from the Senior Directors to help accelerate community engagement and activism to improve health behavior.  In keeping with the values of the GFCH (see section on GFCH Officer Values), their main responsibilities will be to collect, curate and analyze populational data from the 5-2035 grassroots network under the supervision of the Senior Directors.  The ground game directors will work closely with the Mauritius Leadership and 7-Nation leadership teams to fulfill their responsibilities.

DISTRICT MANAGERS – MAURITIUS LEADERSHIP

The district managers (10 office bearers: 9 districts in Mauritius + Rodrigues) will work primarily with the Chief operating Officer (COO), other officers of the executive leadership team (ELT) and other leadership teams (LT) to be the leaders of the working end of the 5-2035 vision.  The district managers, together with the precinct captains, will be the visible champions of the GFCH.  In keeping with the values of the GFCH (see section on GFCH Officer Values).  Supervised by the district managers, the precinct captains will coordinate membership drives, help deploy programs in their area and form an intimate bi-directional conduit with Mauritian citizens and the GFCH leadership.  The precinct captains will also help identify community health committee members (CHCs) who will form pilot groups where the 5-2035 vision will be deployed.

EXECUTIVE DIRECTOR

Responsibilities

Leadership & Management

  • Ensure ongoing local programmatic excellence, rigorous program evaluation, and consistent quality of finance and administration, fundraising, communications, and systems; recommend timelines and resources needed to achieve the strategic goals.
  • Ensure effective systems to track scaling progress, and regularly evaluate program components, so as to measure successes that can be effectively communicated to other executive leadership team members.

Fundraising & Communications

  • Working together with the Chief Development Officer, Chief Operating Officer and the Chief Financial Officer, expand local revenue generating and fundraising activities to support existing program operations and regional expansion while simultaneously retiring building debt.
  • Working together with the President and the Chief Digital Officer, deepen and refine all aspects of communications—from web presence to external relations with the goal of creating a stronger brand.

Planning & New Business

  • Design the national expansion and complete the strategic business planning process for the program expansion into new markets.
  • Working with other members of the executive leadership team, begin to build partnerships in new markets, establishing relationships with the funders, and political and community leaders at each expansion site.

PRECINCT CAPTAINS – MAURITIUS LEADERSHIP

The precinct captains (# TBD) will work primarily with their local district managers, and secondarily with the executive leadership team (ELT) and other leadership teams (LT) to be the leaders at the tip of the spear of the 5-2035 vision in action.  The precinct captains, together with the district managers, will be the visible champions of the GFCH.  In keeping with the values of the GFCH (see section on GFCH Officer Values).  They will coordinate membership drives, help deploy programs in their region and form an intimate bi-directional conduit with Mauritian citizens and the GFCH leadership.

PRESIDENT

Responsibilities

Strategic vision and leadership

  • Collaborate with the advisers and other members of the executive leadership team (ELT) and leadership teams (LT) to refine and implement the strategic plan while ensuring that the budget, staff, and priorities are aligned with the core GFCH mission.
  • Provide inspirational leadership and direction to all leaders, and ensure the continued development and management of a professional and efficient organization; establish effective decision-making processes that will enable the GFCH to achieve its long- and short-term goals and objectives.
  • Cultivate a strong and transparent working relationship with the advisers, ELT and LT, and ensure open communication about the measurement of financial, programmatic, and impact performance against stated milestones and goals.
  • Help build a diverse and inclusive group of advisers, ELT and LT, representative of the community that is highly engaged and willing to leverage and secure resources.

Development

  • Work with the Chief Development Officer and the Chief Financial Officer to ensure that the flow of funds permits the GFCH to make continuous progress towards the achievement of its mission and that those funds are allocated properly to reflect present needs and future potential.
  • With help from the advisers, ELT and LT, formulate and execute comprehensive marketing, branding and development strategies that will ensure consistency throughout the organization and enhance revenue from major donors, foundations, government agencies, and corporations.

Strengthening infrastructure and operations

  • Ensure the delivery of high-quality services while managing for current and future growth.
  • Support and motivate the organization’s staff.
  • Facilitate cross-departmental collaboration and strengthen internal communications with staff throughout the GFCH; create and promote a positive, multicultural work environment that supports consistency throughout the GFCH’s strategy, operational methods, and data collection needs.
  • With input from the other members of ELT, oversee the financial status of the organization including developing long and short range financial plans, monitoring the budget and ensuring sound financial controls are in place; set financial priorities accurately to ensure the GFCH is operating in a manner that supports the needs of the program and staff.

Program Development

  • Rationalize the delivery of programs through new and existing offices and partnerships.
  • With help from the advisers, ELT and LT, increase efficiencies and consistency throughout the organization by developing and implementing standardized programs, services, and program office marketing.

SENIOR DIRECTORS – GROUND GAME

The Senior Directors (two office bearers) of the ground game leadership will use 21st century tools such as geographic intelligence systems (GIS) and systems engineering know-how to help accelerate community engagement and activism to improve health behavior.  In keeping with the values of the GFCH (see section on GFCH Officer Values), they will work closely with the Chief Digital Officer (CDO) and the Chief Operating Officer (COO), other members of the executive leadership team (ELT) and other members of the leadership teams (LT) to manage the directors on the ground to collect, curate and analyze populational data from the 5-2035 grassroots network.  The Senior Directors will work with the ELT to publish emerging findings in peer-reviewed journals for broad dissemination of intelligence gathered so as to spread the 5-2035 vision.

Please see the 5-2035 Executive Summary to have an overview of our plan or request the full 76-page 5-2035 White Paper  for further details. 

The GFCH Mission Statement and Charter can be found here.

If you have any specific questions, please do not hesitate contact us.  Our response time may be slow as all of us at the GFCH are volunteers for the 5-2035 mission and have full time commitments. Thank you for your understanding and patience.

References

Online material accessed December 2017

  1. bridgespan.org
  2. https://www.cio.com/article/2997180/cio-role/6-responsibilities-of-the-chief-digital-officer.html
  3. https://en.wikipedia.org/wiki/Chief_digital_officer
  4. https://www.healthcare-administration-degree.net/lists/5-job-duties-of-a-chief-nursing-officer/
  5. Longnecker DE, Patton M & Dickler RM. 2007. Roles and Responsibilities of Chief Medical Officers in Member Organizations of the Association of American Medical Colleges. Academic Medicine 82(3): 258-263
  6. Christmas C, Kravet SJ, Durso MC & Wright SM. 2008. Clinical Excellence in Academia: Perspectives From Masterful Academic Clinicians. Mayo Clin Proc 83(9): 989-994
  7. McCloskey DJ, Aguillar-Gaxolia S, Akintobi TH et al. 2011. Principles of Community Engagement, 2nd Edition.  Clinical and Translational Science Awards Consortium Community Engagement Key Function Committee Task Force on the Principles of Community Engagement. NIH Publication No. 11-7782